The Impact Of Reward And Recognition Programs On Employee’s Motivation And Satisfaction: An Empirical Study Reena Ali1 and M.Shakil Ahmed2
Objective-This study highlighted “the impact of reward and recognition programs on employee’s motivation and satisfaction” Methodology-The study was conducted from October till December; 2008 the Sample chosen for the study is 80 employees of UNILEVER companies Results-The factors affecting satisfaction were identified; payment (0.86**), promotion (0.74**), working condition (0.61**), personal(0.37*) as Analysis showed immense support for positive relationship between REWARD and EMPLOYEE SATISFICTION. All these results are statistically significant thus providing rigor and generalizability in research. Conclusion-This exploratory study suggests for the positive relationship between reward and satisfaction
Key Words: HRM, Motivation, Satisfaction
Field of Research: HUMAN RESOURCE MANAGEMENT.
In order for an organization to meet its obligations to shareholders, employees and society, its top management must develop a relationship between the organization and employees that will fulfill the continually changing needs of both parties. At a minimum the organization expects employees to perform reliably the tasks assigned to them and at the standards set for them, and to follow the rules that have been established to govern the workplace. Management often expects more: that employees take initiative, supervise themselves, continue to learn new skills, and be responsive to business needs. At a minimum, employees expect their organization to provide fair pay, safe working conditions, and fair treatment. (Beer, Spector, Lawrence, Mills, & Walton, 1984). Traditionally most reward and recognition programmes were vague and often given in response to a manager’s 1 2
Reena Ali, student BSBA Hons, Comsats Institute of Information Technology, firstname.lastname@example.org Mr. Shakil Ahmad, Lecturer, Comsats Institute of Information Technology, email@example.com
Ali & Ahmed
perception of when an employee performed exceptionally well. There were usually no set standards by which exceptional performance could be measured, and it could have meant anything from having a good attitude, assisting another department, or being consistently punctual. In current organizational settings this is no longer the case, as organizations understand the great gains derived by linking rewards and recognition to their business strategy (Flynn, 1998)
There is a large body of literature, including research literature, on rewards and recognition programmes. Many of the studies focus on the effects of rewards on task interest and performance and are found in the literature concerned with motivation: both intrinsic and extrinsic motivation. In intrinsically motivated behavior there is no reward except with the task itself. Reward and recognition programmes come within the discussion on extrinsically motivated behavior that occurs when an activity is rewarded by incentives not inherent in the task (Deci, 1971). Many contemporary authors have also defined the concept of motivation. Motivation has been defined as: the psychological process that gives behavior purpose and direction (Kreitner, 1995); a tendency to behave in a purposive method to achieve specific, unmet desires (Buford, Bedeian, & Lindner, 1995); an inner force to gratify an unsatisfied need (Higgins, 1994); and the will to accomplish (Bedeian, 1993). For this paper, motivation is operationally defined as the inner force that drives individuals to achieve personal and organizational goals. Understanding what motivates employees is one of the key challenges for managers. Although it is not possible directly to motivate others, it is nonetheless important to know how to influence what others are motivated to do, with the...