Impact of rewards system in employee’s motivation in the organizational context: A quantitative study of manufacturing industry in UAE

Din, Ghazi Rehman Alaf; Nisa, Noor un; Baloch, Muhammad Nawaz

doi:10.47264/idea.lassij/5.1.8

Cited by 7 publications

(7 citation statements)

References 27 publications

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“…At the same time, bonuses in the form of a block of shares of the bank do not have a positive effect on the work of top managers and lead to a deterioration in the performance of financial institutions. The same results are observed in the study of the team of authors on the example of manufacturing companies in the UAE [27].…”

Section: Discussionsupporting

confidence: 84%

The Effectiveness of Bonus Payment as a Financial Incentive for Top Management

Bykova

Lobza

Gavrysh

et al. 2022

Wseas Transactions on Business and Economics

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Employees are important for the company’s success. Top management not only performs functional duties, but also makes strategic and operational decisions. The aim of the study is to determine the impact of bonus payments as a means of material motivation on the top managers’ performance. The authors of this study surveyed 147 top managers of 70 Ukrainian IT product companies using a pre-developed questionnaire. The method of pairwise comparisons was used to establish the priority forms of motivating and demotivating factors. The impact of payment of material incentives in the form of bonuses to top managers on the achievement of such performance indicators as company profit, total revenue, ROI, performance indicators of individual departments and personal performance indicators of top managers was established and confirmed. There is a 96% correlation between the amount of additional bonus payments and the motivation of top managers. The reliability of the regression model of the impact of additional bonuses on the level of motivation of top managers is 92%. The results indicate the ability of company owners to influence the motivation of top managers through the introduction of bonus payments or increasing their size. A high level of efficiency of bonuses as financial incentives to motivate top managers to achieve the established KPIs has also been established and proven. The vast majority of top managers are willing to increase the number or value of already established KPIs to receive additional bonuses. The results of the study confirm the importance and effectiveness of financial incentives for top managers.

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Section: Discussionsupporting

confidence: 84%

The Effectiveness of Bonus Payment as a Financial Incentive for Top Management

Bykova

Lobza

Gavrysh

et al. 2022

Wseas Transactions on Business and Economics

View full text Add to dashboard Cite

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“…Businesses face evolving challenges in the current dynamic market scenario (Din, Shahani, & Baloch, 2021). Some of these challenges are volatile social and economic conditions, such as the COVID-19 pandemic (Habib, Abbas, & Noman, 2019), global business competition caused by technological changes (such as the internet), changing customers' needs, competitive industry nature, etc.…”

mentioning

confidence: 99%

Examining the Role of Motivation and Reward in Employees’ Job Performance through Mediating Effect of Job Satisfaction: An Empirical Evidence

Kumari¹,

Ali²,

Khan³

et al. 2021

IJOL

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The current research uses the principles of reinforcement theory of motivation and selfdetermination theory and investigates how motivation and rewards impact on job performance of employees. Motivation and rewards are examined from intrinsic and extrinsic perspectives, while job performance is measured from the task and contextual performance aspects. The mediating effect of job satisfaction has also been investigated between motivation, rewards, and job performance. Using five points Likert scale, the researchers collected data from the managerial and non-managerial staff working in manufacturing and services firms. Non-probability convenience sampling technique was followed to collect 422 empirical responses. The collected data were analyzed using the structural equation modeling technique. The results indicated that reward and motivation affect employee job performance positively significantly. However, the dimensional analysis indicated an insignificant impact of intrinsic and extrinsic motivation on contextual performance. Besides, the findings substantiate that the relationship between rewards, motivation, and employees' job performance depends on job satisfaction. The current research provides valuable insights to senior management of manufacturing and services firms on how they can enhance their employees' job satisfaction and performance by following different motivational and reward approaches in different size firms.

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“…According to Saraiha et al (2021), the organization should focus on employees’ training and reward to ensure the employees’ performance can be increased. Reward system among manufacturing employees has also positive effect on employees’ motivation (Din et al , 2021). In both cases, it was hard to evaluate whether digital transformation has had an influence on rewarding and recognising employees for their contributions, because in both companies the practice is not common.…”

Section: Discussionmentioning

confidence: 99%

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

Alieva

Powell

2022

IJLSS

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Purpose The purpose of this study is to investigate the perceived effects between soft management practices, employee behaviours and the implementation of digital technologies in manufacturing plants, as well as how these relate to the emergence of digital waste. Design/methodology/approach This paper uses case-based research. Data was collected in two large manufacturing companies based in Norway and Sweden through semi-structured interviews with two management representatives and four shop-floor employees. The data was used to evaluate 29 variables describing lean- and total quality management (TQM)-associated employee behaviours and soft management practices, in light of digital transformation. Findings The results suggest that several variables were positively influenced by the digital transformation process. These were top management leadership, middle management involvement, employee education, corporate social responsibility focus, innovation, knowledge sharing, work-family balance, psychological capital, job satisfaction and career commitment. Training employees, creativity, discretionary effort, turnover intention and proactivity appear to be negatively influenced by digital transformation The findings also indicate that several soft management practices and employee behaviours were not only influenced by manufacturing digitalization but also themselves influenced the process. The potential for digital waste creation was also detected in several variables, including reward and recognition and training employees. Practical implications Managers, practitioners and academics may learn about the importance of certain managerial practices and employees’ behavioural needs during the digital transformation process. The findings may help in prioritizing TQM and soft lean management practices and certain employee behaviours during the digital transformation and in creating awareness of digital waste. Originality/value This study builds on several existing studies discussing the impact of digital transformation on soft management practices and employee behaviours. It provides insights from a lean and TQM angle and offers a means of prioritizing certain practices and behaviours during a digital transformation. This study also highlights the significance of digital waste.

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Impact of rewards system in employee’s motivation in the organizational context: A quantitative study of manufacturing industry in UAE

Cited by 7 publications

References 27 publications

The Effectiveness of Bonus Payment as a Financial Incentive for Top Management

The Effectiveness of Bonus Payment as a Financial Incentive for Top Management

Examining the Role of Motivation and Reward in Employees’ Job Performance through Mediating Effect of Job Satisfaction: An Empirical Evidence

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

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