Reward & Appraisal System, Organizational Environment and Motivational Effect on Employee Performance
[1]
Khuram Shafi, School of Management, HuaZhong University of Science and Technology, Wuhan, China.
[2]
Liu Hua, School of Management, HuaZhong University of Science and Technology, Wuhan, China.
[3]
Zahra Idrees, School of Management, HuaZhong University of Science and Technology, Wuhan, China.
[4]
Amna Nazeer, Schools of Statistics and Mathematics, HuaZhong University of Science and Technology, Wuhan, China.
Economic and psychological theories predict that the design and implementation of a performance measurement and compensation system affect the motivation of employees. This study examines to find out the significant relationship between different Motivation factors used by the organization and their effects on the performance and efficiency of employees. This research study used qualitative method to analyze deeply the positive and direct relationship between motivation factor (reward systems, appraisal system and organizational environment) and working performance of organization’s employees. The relationship between Motivation factors and employees performance is a much significant and debatable issue in the current period. After conducting our study successfully we have concluded that the motivation factor is a very handy and useful tool to enhance the performance of employees.
Reward System, Organization Environment and Motivation Factors
[1]
Agliardi, E., & Andergassen, R. (2005). Incentives of stock option based compensation. Review of Quantitative Finance and Accounting, Vol. 25(1), pp. 21-32.
[2]
Alsabri, M. A., & Ramesh, H. N. (2012). Impact of Employees Motivation on Banking Effectiveness-A Study of Selected Banks In Shimoga City India. International Journal of Research in Computer Application & Management, Vol. 2(7).
[3]
Andrew E. Burke, Felix R. FitzRoy and Michael A. Nolan, (2001), “Self-employment Wealth and Job Creation: The Roles of Gender, Non-pecuniary Motivation and Entrepreneurial Ability”, Small Business Economics, Vol.19, pp. 255–270.
[4]
Brenda L. Maka, Hy Sockelb, (1999), “A confirmatory factor analysis of IS employee Motivation and retention”, Information & Management, Vol. 38 (2001), pp.265-276.
[5]
Dawn Harris and Constance Helfat, (1997), “Specificity of CEO Human Capital and Compensation”, Strategic Management Journal, Vol. 18, No. 11, pp. 895-920
[6]
Elli Kraizberg, Aharon Tziner and Jacob Weisberg, (2002), “Employee Stock Options: Are They, Indeed Superior To Other Incentive Compensation Schemes”, Journal of Business and Psychology, Vol. 16, No. 3
[7]
Gagné, M., & Deci, E. L. (2005). Self‐determination theory and work motivation, Journal of Organizational behavior, Vol. 26(4), pp. 331-362.
[8]
George J. Borjas, (1979), “Job Satisfaction, Wages, and Unions”, the Journal of Human Resources, Vol. 14, No. 1, pp. 21-40.
[9]
Griffin, R., & Moorhead, G. (2011). Organizational behavior. Cengage Learning.
[10]
Jacques Igalens and Patrice Roussel, (1999), “A Study of the Relationships between Compensation Package, Work Motivation and Job Satisfaction”, Journal of Organizational Behavior, Vol. 20, No. 7, pp. 1003-1025.
[11]
Loren E. Falkenberg, (1987), “Employee Fitness Programs: Their Impact on the Employee and the Organization “, the Academy of Management Review, Vol. 12, No. 3, pp. 511-522.
[12]
P. J. White, (1980), “Share-Ownership Schemes for Employees-Proposals and Prospects” Managerial and Decision Economics, Vol. 1, No. 3, pp. 158-161.
[13]
Porter, L. W., & Lawler, E. E. (1968). Managerial attitudes and performance.
[14]
Rachel S. Shinnar, Cheri A. Young, Marta Meana, (2004),” The Motivations for and Outcomes of Employee Referrals”, Journal of Business and Psychology, Vol. 19, No. 2, pp. 271-283.
[15]
Robert R. Sinclair, Michael C. Leo and Chris Wright, (2005), “Benefit System Effects on Employees' Benefit Knowledge, Use, and Organizational Commitment” Journal of Business and Psychology, Vol. 20, No. 1, pp. 3-29.
[16]
Salin, D. (2003). Ways of explaining workplace bullying: A review of enabling, motivating and precipitating structures and processes in the work environment. Human relations, Vol. 56(10), pp. 1213-1232.
[17]
Van Herpen, M., Van Praag, M., & Cools, K. (2005). The effects of performance measurement and compensation on motivation: An empirical study. De Economist, Vol. 153(3), pp. 303-329.
[18]
Valentinov, V. (2007). The property rights approach to nonprofit organization: The role of intrinsic motivation. Public Organization Review, Vol.7 (1), pp. 41-55.
[19]
Weathington, B. L., & Tetrick, L. E. (2000). Compensation or right: An analysis of employee “fringe” benefit perception. Employee Responsibilities and Rights Journal, Vol. 12(3), pp. 141-162.