The Impact of Rewards &amp; Corporate Social Responsibility (CSR) On Employee Motivation

Khan, Aroosa; Latif, Fatima; Jalal, Wardah; Anjum, Rabia; Rizwan, Muhammad

doi:10.5296/ijhrs.v4i3.5875

Cited by 7 publications

(7 citation statements)

References 32 publications

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“…Extrinsic motivation in this study was assessed from employees' concern for evaluation, recognition/rewards, competition/competition, money/incentives and orders from others. In line with the research of Khan et al (2014), Lin (2011), Saeed and Asghar (2012), Remi (2011), Parker et al (2012), Bear et. al.…”

Section: Predictors: (Constant) Training Extrinsic Motivationsupporting

confidence: 75%

“…The higher benefit that might be obtained by the employees like salary, incentives, and job promotion, the better their work performance. Extrinsic motivation play a big role in accommodating the primary needs of employees (Khan et al, 2014). Extrinsic motivation improves employees performance through good working conditions, policies, security, and relationships between employees (Emeka et al, 2015).…”

Section: Extrinsic Motivation and Individual Work Performance Of The ...mentioning

confidence: 99%

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The Effect of Training Results Perception on Individual Work Performance of Employee Moderated by Intrinsic and Extrinsic Motivation

Turachma

Hendarsjah²

2021

jmi

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This study aims at examining the effect of training results perceptions on individual work performance of employee, and intrinsic and extrinsic motivation serving as moderation strengthening that effect. T his study was quantitative research selecting 453 samples out of 1.311 population from PT KAI’s employees in which they are executive officer. The data collection was done using a close questionnaire with Likert scale 1-5. All valid and reliable instruments were assessed through Factor Analysis and Cronbach's Alpha Analysis. Hypothesis testing is carried out using Hierarchical Regression Analysis by including the Multicollinearity test as a prerequisite for analysis. The study results showed that training result perceptions and extrinsic motivation simultaneously or partially have a positive and significant effect on individual work performance of employee, but intrinsic motivation have no significant effect. Intrinsic or extrinsic motivation does not moderate or strengthen the relationship between training result perceptions and individual work performance of employee. The three independent variables are not related to each other. PT KAI’s employees, especially those in executive position, are more oriented towards extrinsic results than intrinsic ones. The implication for PT KAI is that to improve the individual work performance of its employees, the organization can focus on improving training, external motivation or both. It depends on the vision, long-term goals, and resources of PT KAI.

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Section: Predictors: (Constant) Training Extrinsic Motivationsupporting

confidence: 75%

Section: Extrinsic Motivation and Individual Work Performance Of The ...mentioning

confidence: 99%

The Effect of Training Results Perception on Individual Work Performance of Employee Moderated by Intrinsic and Extrinsic Motivation

Turachma

Hendarsjah²

2021

jmi

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“…However, there is research showing conflicting results. For example, Khan et al [73] found no influence from internal CSR on intrinsic motivation but found a positive and significant influence between external CSR and intrinsic motivation. Our research measured employees' CSR perception, rather than actual CSR practices, so the difference might have resulted in the conflict.…”

Section: Discussionmentioning

confidence: 99%

The Influence of Hotel Employees’ Perception of CSR on Organizational Commitment: The Moderating Role of Job Level

Han

Park

2021

Sustainability

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This study attempts to investigate the relationships among Korean hotel employees’ perception of Corporate Social Responsibility (CSR), their intrinsic motivations, and their organizational commitment (OC). The mediating effect of intrinsic motivation on the relationship between employees’ perception of customer- and employee-related CSR and OC is explored, and the moderating role of job level on the relationship between CSR perceptions and intrinsic motivation is tested. The data were collected via online survey, and the Hayes’ Process macro was used as an analysis tool. We found that (1) both types of CSR perceptions are important in creating intrinsic motivation and OC, (2) intrinsic motivation enhances OC, and (3) job level moderates the link between employee CSR perceptions and intrinsic motivation positively. Interestingly, we found that when customer-related CSR or employee-related CSR is high, the level of intrinsic motivation will significantly differ between managerial and non-managerial employees. This study’s results will contribute to the current literature on CSR, and will aid human resources departments that are considering CSR practices as a means to enhancing employee intrinsic motivation and OC.

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“…For instance, the study CEMJ 31,4 including 274 Lithuanian employees found a positive and significant relationship between CSR and employees' intrinsic motivation (Skudiene & Auruskeviciene, 2022). Studies in South Korea (Kim, Rhou, Uysal, & Kwon, 2017) and India (Khan, Latif, Jalal, & Rizwan, 2014;Nazir, Ul, & Rahman, 2021) yielded similar results.…”

Section: Discussionmentioning

confidence: 85%

CSR initiatives in SMEs: employee perception and their influence on employment decisions

Marcinkowska,

Sawicka

2023

CEMJ

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PurposeNearly half of the surveyed SMEs in Poland admitted that there is a very strong competition on the market where they operate. Among the neuralgic factors they point to the lack of qualified employees (PARP, 2021). Companies can use CSR policies to attract competent employees and retain valuable ones. Therefore, the purpose of this research paper is to find out whether, according to employees working in SME companies, an active CSR policy influences their employment-related decisions.Design/methodology/approachThe data were collected through questionnaires received from 618 employees of 29 SMEs in Poland through questionnaires, which were analyzed with the IBM SPSS Statistics 26.0 and Microsoft Excel 2019.FindingsThe survey results provide evidence that CSR activities are an important factor in employees' decisions about potential employment and/or continued employment. In particular, the results show that almost all areas of CSR, except cooperation with the local communities, are important to employees. The survey also provides a clear answer as to which CSR initiatives benefiting employees of SME companies are the most important for them.Originality/valueThe conducted research fills a gap in CSR related studies on the SME sector in Poland. This is important, given the significant share of SME sector companies in the market in Poland and around the world.

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The Impact of Rewards & Corporate Social Responsibility (CSR) On Employee Motivation

Cited by 7 publications

References 32 publications

The Effect of Training Results Perception on Individual Work Performance of Employee Moderated by Intrinsic and Extrinsic Motivation

The Effect of Training Results Perception on Individual Work Performance of Employee Moderated by Intrinsic and Extrinsic Motivation

The Influence of Hotel Employees’ Perception of CSR on Organizational Commitment: The Moderating Role of Job Level

CSR initiatives in SMEs: employee perception and their influence on employment decisions

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