The Relevance of Financial and Non-Financial Compensation on Professionalism and Lecturers Performance: Evidence from Makassar Private Universities (Indonesia)

Idris, Muhammad Hamzah; Hamzah, Djabir; Sudirman, I Nyoman; Hamid, Nurdjanah

doi:10.5296/jad.v3i2.11491

Cited by 8 publications

(12 citation statements)

References 19 publications

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“…In table 3, the independent variable (i.e Compensation) contributed positively and statistically to motivation of employees at a low relationship. The result is in consistence with empirical findings of Idris et al (2017) and Mardiyanti et al (2018) who noted that compensation management acts as an antidote to the motivation of an employee that invariably transforms the performance of the employees' which also translates to positive organizational outcome.…”

Section: Resultssupporting

confidence: 86%

Compensation Management and Employees’ Motivation in the Insurance Sector: Evidence From Nigeria

Adeoye

2019

FU Econ Org

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Reimbursement has been one of the frameworks adopted in organisations to attract, hire and keep competent employees that will strategically key in to the firm’s vision, task and goals. Retaining skillful employees in officialdom is imperative for the progress and enrichment of general operation of a firm. Staff that is well motivated will strive to ensure that competitive advantage goal of the organisation is sustained and achieved over their competitors. The aim of this paper is to explore the association between compensation management and employees’ motivation in the insurance sector of Nigeria. This study employed a non-experimental design using questionnaires as a measuring instrument to gather information. There were 250 questionnaires administered, 213 collected while 212 (84.4%) thereof were found to be usable. By employing the Pearson product moment correlation coefficient, it was discovered that association exists between reward administration and workers’ motivation but a weak one. It was revealed that in Nigeria insurance industry, compensation management bears a minimal influence on the enthusiasm of workers’. It is hence recommended that remuneration package of employees’ in the insurance industry in Nigeria should be given priority by carrying out periodic review of the salary and making it at par with other industries in the financial sector of Nigeria.

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Section: Resultssupporting

confidence: 86%

Compensation Management and Employees’ Motivation in the Insurance Sector: Evidence From Nigeria

Adeoye

2019

FU Econ Org

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“…98). Financial rewards or compensation can consist of direct financial compensation (in the form of cash payments received directly in salary/wages, economic benefits, bonuses, and commissions), and indirect financial compensation is the entire award excluding direct financial compensation (Idris et al, 2017). Financial rewards also mean those which satisfy the employees by providing rewards in terms of money (Mendis, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

Turnover Intention Among Lecturers in Private Higher Education: The Direct Impact of Financial Rewards and Mediation of Job Satisfaction and Effective Organizational Commitment

Kristanti

Prasetio

Indiyati

et al. 2021

JAM

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Lecturer responsibilities in presenting learning materials and building students’ character is considered very important in preparing future workers/entrepreneur. However, those responsibilities still have not received proper attention in certain institutions and even from the government. If this goes on continuously, it is feared that they will lose wellperformed individuals. This study aimed to investigate the level of turnover intention from the lecturer in six private universities in Bandung. And the role of financial rewards, job satisfaction, and affective organizational commitment as antecedents. Data collected using an online questionnaire. The numbers of total lecturers in those universities were around 3000. This study used a non-probability sample and distributed 500 questionnaires through the human resources office. And after two months, there are 288 participants which willing to complete the questionnaire. After the more detailed screening, we have 121 responses that met our requirements and can be used in this study. The study found that financial rewards were significantly affected job satisfaction and affective organizational commitment. But it was not significantly affected turnover intention. Partially, job satisfaction and affective commitment have not mediated the relationship between financial rewards and turnover intention. But, simultaneously, both variables have significantly mediated the relationship. These results give new understanding to the managers in the educational organization regarding maintaining the turnover level of their lecturers. In the future, studies can be conducted to cover lecturers from other cities in Indonesia.

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“…The results of the study showed that both financial and non-financial remuneration had a significant impact on the lecturers' professionalism. The study further showed that financial compensation had a positive effect on the lecturers' performance but non-financial compensation did not (Idris et al, 2017). So, the lecturers' performance was only influenced by financial compensation but their behaviour was affected by both financial and non-financial compensation.…”

Section: Synthesis and Critical Evaluation Of The Literaturementioning

confidence: 82%

“…A study was conducted to test the effect of financial and non-financial remuneration on lecturers' performance and professionalism in Asia (Idris, Hamzah, Sudirman, & Hamid, 2017). The results of the study showed that both financial and non-financial remuneration had a significant impact on the lecturers' professionalism.…”

Section: Synthesis and Critical Evaluation Of The Literaturementioning

confidence: 99%

“…Recognition can be described as the acknowledgement of employee actions, efforts, behaviour and performance both formal and informal. It is a part of the non-financial compensation that can be provided to employees and includes recognising achievements, promotion opportunities and providing development (Idris et al, 2017). A survey conducted by Idris et al (2017) on various rewards found that employees regarded non-financial rewards higher than financial rewards.…”

Section: Synthesis and Critical Evaluation Of The Literaturementioning

confidence: 99%

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Evaluation of remuneration preferences of knowledge workers

Bussin

Brigman

2019

SA j. hum. resour. manag.

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Orientation: This research evaluates the remuneration preferences of knowledge workers as a retention strategy in an integrated international energy and chemical company, using the WorldatWork Total Rewards Model.Research purpose: Organisations may benefit from understanding their employees’ preferential remuneration benefits, in particular, knowledge workers as a scare skill requiring specific retention strategies.Motivation for the study: To understand the remuneration preferences for the retention of a group of knowledge workers within a large organisation based in South Africa. The research is necessary within organisations in South Africa impacted by scarce skills and a need to attract and retain knowledge workers. If remuneration preferences are not considered as part of retention, there is a risk knowledge workers may leave for preferential opportunities.Research approach/design and method: A total of 199 employees from a group of 1229 voluntarily participated in the survey. An electronic-based questionnaire was developed from the WorldatWork rewards model. The results from the surveys were analysed with descriptive statistics and inferential statistics.Main findings: No significance in reward strategies was found for age, level of performance or number of years of service. There was also no significant difference between the knowledge workers number of years of service and their intention to remain with the organisation. There was a significance in gender for benefits, flexibility and performance development preferences.Practical/managerial implications: The development of retention strategies should consider reward preferences of male and female employees.Contribution/value-add: Knowledge workers’ reward preferences do not differ on demographic variables, except gender. This contradicts some literature in the area.

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The Relevance of Financial and Non-Financial Compensation on Professionalism and Lecturers Performance: Evidence from Makassar Private Universities (Indonesia)

Cited by 8 publications

References 19 publications

Compensation Management and Employees’ Motivation in the Insurance Sector: Evidence From Nigeria

Compensation Management and Employees’ Motivation in the Insurance Sector: Evidence From Nigeria

Turnover Intention Among Lecturers in Private Higher Education: The Direct Impact of Financial Rewards and Mediation of Job Satisfaction and Effective Organizational Commitment

Evaluation of remuneration preferences of knowledge workers

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