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This study aims to explore the possibility that rewards and recognition may be instrumental in improving both in-role and extra-role performances of retail sales associates, with an underlying mediating role of employee engagement in this relationship.

A survey was conducted across 35 retail stores in five cities located in North India on 247 sales associates. Hierarchical multiple regression analysis was conducted to test the mediation hypotheses. Analysis was done in lines with the conditions of mediation laid down by Baron and Kenny (1986).

Employee engagement is found to fully mediate the impact of rewards and recognition on in-role and extra-role performances.

Organizations should be committed to recognizing employees’ efforts and providing them with financial and non-financial rewards based on organizational policies. Such measures would improve in-role and extra-role performances through enhancing engagement level of employees.

This study makes significant contributions to literature on employee engagement and that on retail sector, especially in Indian context, through highlighting the mediating role of engagement. Given shortage and retention of skilled manpower as major challenges for Indian retailers, engaging sales associates through rewards and recognition to improve their performance at both in-role and extra-role levels can have significant implications for retailers.

The purpose of this study is to examine the potential mediating role of employee engagement between rewards and recognition and normative commitment.

Responses of a sample of 176 private bank employees in India were used to examine the proposed mediated model.

The variable rewards and recognition is found to be significantly correlated to both employee engagement and normative commitment. Results of regression have been analyzed in line with the four conditions of mediation laid down by Baron and Kenny (1986). Further, SPSS macro developed by Preacher and Hayes (2004) is used to test the proposed mediation model. The relationship between rewards and recognition and normative commitment is found to become smaller after controlling the variable employee engagement. The results provide partial support to the mediation hypothesis.

Normative commitment has been less researched relative to the attention paid to affective commitment. Further, no research has yet focused on the impact of rewards and recognition on normative commitment, with the mediating impact of employee engagement. This study hence provides the first empirical test of the established relationship between rewards and recognition and employee engagement by introducing normative commitment as an outcome variable.

This paper aims to examine the mediating effect of innovative culture in the relationship between transformational leadership and workplace digitalisation; and the moderating effect of rewards and recognition on the transformational leadership–innovative culture relationship.

A total of 256 valid samples were used in the structural equation modeling tests. The respondents were management-level executives from companies in Selangor/Kuala Lumpur, Malaysia.

The findings reveal that the transformational leadership–workplace digitalisation relationship is mediated by innovative culture. Besides, rewards and recognition moderate the transformational leadership–innovative culture relationship.

This study unpacks the black box to the practitioners how the prominent organisational factors interplay in shaping employees' perception and acceptance of workplace digitalisation.

The findings also enrich the interdisciplinary literature on how transformational leadership, rewards-recognition, and innovative culture intersect with employees' perception and acceptance of workplace digitalisation.

As teachers are considered “knowledge workers,” the present study explores teacher performance in schools. A particular emphasis is given to assessing the performance of female teachers in the rural part of South India.

After collecting data from 563 female teachers from four blocks in Nilgiris District (Ooty, Kotagiri, Coonoor and Gudalur) consisting of 37 government schools in the southern part of India, all the female teachers were surveyed, and the data were analyzed after checking the instrument's psychometric properties by performing confirmatory factor analysis. Hierarchical regression was employed to test the hypotheses.

The findings revealed that (1) empowerment, organizational communication and work–life balance (WLB) and recognition and rewards are positively and significantly related to teacher performance; (2) recognition and rewards moderate the relationship between (a) empowerment and performance, (b) organizational communication and performance, (c) WLB and performance, (d) organizational culture and performance and (e) quality of work-life (QWL) and performance.

As with any survey research, common method bias and social desirability bias may be potential limitations. However, proper care is taken to minimize these biases. The findings from this study contribute to the growing literature on education and training. In addition, the study highlights the importance of creating a climate for empowerment, recognition and rewards to foster teacher performance.

The study helps administrators and policymakers to understand the antecedents of teacher performance and take necessary steps to motivate the teachers for superior performance.

The conceptual model the authors developed and tested is, according to the authors' knowledge, the first of the model's kind. A clear understanding of the predictors of teacher performance may guide the administrators and teaches in fostering performance in schools. The exclusive focus on female teachers is considered in this study because of the several problems the female teachers encounter in rural areas. Despite the disadvantages, female teachers perform well and contribute to students and the country as a whole.

Reward and recognition systems for individual employees remain one of the controversial areas of quality management. Previous discussions on this aspect of quality management, although recognizing their importance, often attribute failure of the system to the method of implementation. This company has made several attempts to develop a process of employee reward and recognition with little success and the various systems lost their prestige among employees. Through the company’s quality committee a new process for employee reward and recognition based on an unbiased assessment by managers, fellow employees and internal customers has been developed. Describes the reward and recognition process developed by the company, including a description of the categories used in the process, overviews of the process in place for acceptance and review of nominations and descriptions of the recognition for awards.

Explores the role of reward and recognition schemes in motivating groups and individuals to keep their energies focused on the customer. Examines the practical steps necessary to introduce and maintain successful initiatives, both financial and non‐financial. These steps involve taking time to clarify the aims of the scheme and ensuring there is a good “fit” through taking full account of the organisational and customer context. Stresses the need to measure the right things and emphasises the importance of buy in through involvement of employees and customers, plus linking rewards to customer satisfaction and taking account of the needs of internal customers. Concludes with a checklist to enable readers to assess their reward and recognition processes and pinpoint areas which need attention in order to give more customer focus. Short company examples are given throughout to illustrate key points.

Discusses the value of team and individual reward strategies and how these can be used to contribute to organisational change and success. A review of team effectiveness and models of teamwork are first discussed so that team rewards are understood as important motivators to accomplishing organisational objectives. Four factors need to be considered in establishing team‐based rewards: the stages of a team life cycle, reward and recognition categories, the type of teams and the culture of the team and organisation. Forty‐four specific reward tools are described which can be used for individual or team incentives. Comprehensive matrices are put forward which can be used to determine which tool should be used at which stage in a team’s life cycle and with which type of team. Finally, the implementation cost, evaluation of team reward systems is considered.

The purpose of this paper is to explore the effects of different reward programs on in‐role and extra‐role behaviour; and to investigate whether specific reward programs can be designed to enhance both in‐role and extra‐role behaviour simultaneously.

Semi‐structured in‐depth interviews were conducted on a total of 11 employees from four different fashion retail outlets. Informants consisted of employees from different positions within these organizations (i.e. store manager, assistant store manager and sales associates) to provide researchers with possibly differing viewpoints. Interviews were content analysed and classified, according to emerging themes.

Certain reward programs, namely individual and group financial incentives motivated sales associates to engage in both in‐role and extra‐role behaviour simultaneously. Further, compared to formal recognition programs, informal reward programs (individual financial incentives, individual social recognition and group social recognition) appeared to be more effective in motivating sales associates to enhance their in‐role and extra‐role performance.

This paper contributes to a better understanding of the effects of different reward programs and their administration on in‐role and extra‐role performance of retail sales associates.

Given the limited empirical work investigating personal characteristics of industrial sales people as related to their reward valences and the limitation of measuring valences at a single level, previous research is extended by examining the relationships between industrial sales people′s personal characteristics and their valences for multiple levels of various rewards. A conceptual framework is presented, previous studies reviewed, hypotheses offered, the methodology explained, and the results and implications of the study discussed.