IMPACT OF NON-FINANCIAL REWARDS ON EMPLOYEES MOTIVATION IN BANKING SECTOR OF PESHAWAR, PAKISTAN
Keywords:
Non-Financial Rewards, Recognition, Career Opportunity, Promotion, Decision Making, Responsibility, Employees MotivationAbstract
This papershows to measure the impact of non-financial rewards on the motivation of employees in different banks of Pakistan. The purpose of this paper is to know the impact of the non-financial rewards on employee’s motivation andwill classify to what extent the HR are taking care of this source of employee motivation.The paper follows an empirical study and quantitative approach. For non-financial rewards, there are fiveindependent variables taken for this study; rewards & recognition, career opportunity, promotion, participation of employees in decision-making and responsibility to identify their impact on the employee’s motivation. For effective collection of primary data from the target respondents, a Likert scaled questionnaire used, and 185 employees are taken from seven different banks in, Peshawar Pakistan. SPSS used to evaluate all of the data in order to find and measure the spearman association among the dependent and independent variables. All the data presented using tables.All non-financial reward variables found to have a significant association in the analysis. HR managers in the banking industry may find this study useful. The paper offers a basis for understanding organizational motivation problems. It is a valuable contribution to the field of HR management expertise, as it examines the factors that influence employee motivation and offers solutions to challenges that workers face at work. The paper would also force the banks managers to consider the issues of employee motivation for the sake of the company's overall success.
Downloads
References
Bent, R., Seaman, C. E. A., & Ingram, A. (1999). Motivation, incentives and organizational culture. 101(9), 655-959.
Bourantas, D., & Papalexandris, N. (1999). Personality traits discriminating between employees in public- and private sector organizations. International Journal of Human Resource Management, 10 (5), 858-869
Calder, B.J., & Staw, B.M. (1975). The self-perception of intrinsic and extrinsic motivation. Journal of Personality and Social Psychology, 31 (4), 599-605.
Cheng, E. W., & Ho, D. C. (2001). The influence of job and career attitudes on learning motivation and transfer. Career development international, 6(1), 20-28.
Dimitris, M. (2008). An evaluation of employee motivation in the extended public sector in Greece. Employee Relations, 30 (1), 63-85.
Fernandez, S., & Pitts, D. (2011). Understanding Employee Motivation to Innovate: Evidence from Front Line Employees in United States Federal Agencies. Australian Journal of Public Administration, 70(2), 202-222. doi: 10.1111/j.1467-8500.2011.00726.x
Frey, B. S. (1997). On the relationship between intrinsic and extrinsic work motivation. International Journal of Industrial Organization, 15 (4), 428,429.
Frey, B. S., & Jegen, R. (2001). Motivation crowding theory. Journal Of Economic Survey, 15 (5),
Ghaffari, S., Shah, I., Burgoyne, J., Nazri, M., & Salleh, J. (2017). The influence of motivation on job performance: A case study at Universiti Teknoligi Malaysia. Australian Journal of Basic and Applied Sciences, 11(4), 92-99.
Giannikis, S. K., & Mihail, D. M. (2010). Motivation of working women in. International Journal of Manpower, 31 (1), 4-20.
Graham, M. W., & Messner, P. E. (1998). Principals and job satisfaction. International Journal ofEducational Management, 12 (5),
Kenneth, K. (1980). Employee motivation: Addressing crucial factor in your organization’s performance. Human Resource Development, 5 (1),
Kreitner, R. (1995). Management (6th Ed.). Boston: Houghton Mifflin Company.
Luthans , K. (2000). A powerful, but often overlooked, leadership tool to improve employee performance. The Journal of Leadership Studies, 7(1), 32-39.
Malik, M. E., Ghafoor, M. M., & Naseer, S. (2011). Organizational effectiveness: A case study of telecommunication and banking sector of Pakistan. Far East Journal of Psychology and Business, 2 (1),
Manolopoulos, D. (2008). An evaluation of employee motivation in the extended public sector in Greece. Employee Relations, 30 (1), 65,66.
Maslow, A. (1943). A theory of human motivation. Psychological Review, 50 (4), 370-396. doi: 10.1037/h0054346
Perry, J. (2006). Motivating employees in a new governance era: the performance paradigm revisited. Public Administration Review, 66, 505-514.
Peterson, S. J., & Luthans, F. (2006). The impact of financial and nonfinancial incentives. Journal of Applied Psychology, 91 (1), 156-157.
Richard M. Burton, B. O. (2014). Organizational Design: A Step-by-Step Approach. Cambridge University Press.
Safiullah, A. 2014 Impact of Rewards on Employee Motivation, Journal of Business and Sanders, B. (2012).
Sara L. Rynes, B. G. (2009). The importance of pay in employee motivation: Discrepancies between what people say and what they do.
Sher, K., Bakhtiar, K., Muhammad, B. K., Ali, B., (2010). “Motivation and its impact on job performance”, Delhi Business Review, 11(1), p. 43.
Srivastava, A. (2001). Money and subjective well-being it’s not the money, it’s the motives. Journal of Personality and Social Psychology, 80, 959-971.
Terpstra, D. E. (1979). Theories of motivation: borrowing the best. Personnel Journal, 58 (7), 376-389
Thomas, K. (2009). The four intrinsic rewards that drive employee engagement. 1,6. Do: business journal online
Tietjen, M. A., & Myers, R. M. (1998). Motivation and job satisfaction. Management Decision, 36 (4), 226,227.
Tippet, J. (2009). Employee rewards and motivation in nonprofit organizations. Case Study from Australia, 4 (3), 89.
Wiley, C. (1997). What motivates employees according to over 40 years of motivation surveys?International Journal of Manpower, 8 (3), 263-280.
Yang, F. (2011). Work, motivation and personal characteristics: an in-depth study of six organizations in Ningbo. Chinese Management Studies,5 (3), 272-297.
Downloads
Published
How to Cite
Issue
Section
License
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
