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1 – 10 of over 83000Aminath Sudha, S.M. Ferdous Azam and Jacquline Tham
Though public sector organisations have continuously borrowed human resource management practices from the private sector, there seems to be sparse evidence on the effectiveness…
Abstract
Purpose
Though public sector organisations have continuously borrowed human resource management practices from the private sector, there seems to be sparse evidence on the effectiveness of financial rewards for public sector employees, especially in developing countries where pay remains low. Therefore, the objective of this research is to test the effectiveness of financial rewards on the job performance of those working in the Maldives civil service from the perspective of a developing country where public sector pay, especially civil pay, remains comparatively low. Additionally, this study tested the mediating effect of organisational commitment on the relationship between financial rewards and job performance.
Design/methodology/approach
A cross-sectional study was conducted using quantitative design methodology, whereby data were collected from 341 employees working in the Maldives civil service and analysed using structural equation modelling.
Findings
The findings indicate that financial rewards negatively affect civil service employees’ job performance. However, financial rewards improve organisational commitment, which reduces the negative effects, although the effect sizes of the mediator are not very significant.
Originality/value
The results of this study present critical theoretical and practical contributions to public administration researchers on using financial incentives as a mechanism to boost job performance, particularly in developing countries, where salaries and other benefits remain low. Furthermore, it presents practical recommendations for managing employees in the Maldives and other countries, where the public sector is less developed and budget constraints remain a challenge.
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Muhammad Zeshan, Shahid Rasool, Christian Di Prima and Alberto Ferraris
This paper aims to explain and determine the effect of rewards on employees’ autonomy by investigating the mediating effect of enabling controls on their relationship.
Abstract
Purpose
This paper aims to explain and determine the effect of rewards on employees’ autonomy by investigating the mediating effect of enabling controls on their relationship.
Design/methodology/approach
A three-wave survey strategy has been used to collect data from the alumni of a French business school. Structural equation modelling has been used for measures validating and hypotheses testing.
Findings
The study reveals a positive relationship between rewards and autonomy, mediated by enabling controls.
Practical implications
The study guides the process of administrating rewards to employees in a way that maximizes their autonomy, highlighting the crucial role of supervisors through enabling controls.
Originality/value
The study strives to create consensus regarding the long-existing debate on the effect of rewards on employees’ autonomy with the help of organizational theory literature. By considering the role of enabling controls, it provides a unique, cohesive framework to illustrate the intertwined relationship between the constructs.
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Shrawan Kumar Trivedi, Jaya Srivastava, Pradipta Patra, Shefali Singh and Debashish Jena
In current era, retaining the best-performing employees has become essential for businesses to compete in the dynamic technological landscape. Consequently, organizations must…
Abstract
Purpose
In current era, retaining the best-performing employees has become essential for businesses to compete in the dynamic technological landscape. Consequently, organizations must ensure that their star performers believe that company’s reward and recognition (R&R) system is fair and equal. This study aims to use an explainable machine learning (eXML) model to develop a prediction algorithm for employee satisfaction with the fairness of R&R systems.
Design/methodology/approach
The current study uses state-of-the-art machine learning models such as Naive Bayes, Decision Tree C5.0, Random Forest and support vector machine-RBF to predict employee satisfaction towards fairness in R&R. The primary data used in the study has been collected from the employees of a large public sector undertaking from an emerging economy. This study also proposes a novel improved Naïve Bayes (INB) algorithm, the efficiency of which is compared with the state-of-the-art algorithms.
Findings
It is seen that the proposed INB model outperforms the state-of-the-art algorithms in many scenarios. Further, the proposed model and feature interaction are explained using the explainable machine learning (XML) concept. In addition, this study incorporates text mining techniques to corroborate the results from XML and suggests that “Transparency”, “Recognition”, “Unbiasedness”, “Appreciation” and “Timeliness in reward” are the most important features that impact employee satisfaction.
Originality/value
To the best of the authors’ knowledge, this is one of the first studies to use INB algorithm and mixed method research (text mining along with machine learning algorithms) for the prediction of employee satisfaction with respect to the R&R system.
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Alan J. Dubinsky and Thomas N. Ingram
Given the limited empirical work investigating personalcharacteristics of industrial sales people as related to their rewardvalences and the limitation of measuring valences at a…
Abstract
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.
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This paper examined employee perceptions of the rewards associated with their participation in a six sigma program. Six sigma is an approach to organizational change that…
Abstract
Purpose
This paper examined employee perceptions of the rewards associated with their participation in a six sigma program. Six sigma is an approach to organizational change that incorporates elements of total quality management, business process reengineering, and employee involvement.
Design/methodology/approach
A survey was completed by 215 employees (34 percent response rate). Respondents rated the extent to which they felt their participation in six sigma was “instrumental” for a range of outcomes, as well as valence (desirability) of each outcome (based on the VIE concept of instrumentality). The outcomes were classified into four categories: extrinsic, intrinsic, social, and organizational.
Findings
Valence ratings revealed that all 12 outcomes were perceived as desirable. Instrumentality ratings showed that extrinsic outcomes were rated significantly lower than intrinsic, social, and organizational outcomes. Additional analyses revealed significant differences on all four outcome categories between participants and non‐participants in the six sigma program.
Practical implications
The positive valence and instrumentality ratings for participants indicate they believe their participation will lead to valued outcomes for themselves and their organizations. However, employees who choose not to get involved in six sigma do not perceive that their participation would have led to desired outcomes. The results also show that while participants value extrinsic rewards, they do not see six sigma as instrumental in their receipt. These perceptions have important implications for attracting and retaining program participants.
Originality/value
While much has been written about the use of reward systems in supporting a successful six sigma effort, this study empirically examines how employees actually perceive the rewards associated with their participation. It also identifies which types of rewards are most instrumental for participants and non‐participants.
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Dongsuk Jang and Anna S. Mattila
This study aims to investigate customer preferences towards loyalty reward programs in the restaurant industry. Willingness to join such programs and expected benefits are also…
Abstract
Purpose
This study aims to investigate customer preferences towards loyalty reward programs in the restaurant industry. Willingness to join such programs and expected benefits are also examined.
Design/methodology/approach
Focus group interviews followed by a survey methodology were used to test the research questions. The study sample included participants in a popular arts festival in Pennsylvania, USA and restaurant patrons in Las Vegas, USA.
Findings
A vast majority of study respondents favored immediate, necessary, and monetary gratification. These results were consistent across restaurant types (fast‐food versus casual dining). Although savings was the most sought‐after benefit, intangible benefits such as quality and convenience also received high ratings. Casual dining customers, in particular, seemed to be highly motivated by exploration and entertainment‐type benefits.
Research limitations/implications
Future research should investigate the optimal level or combination of rewards. In addition, other types of restaurants (e.g. fine dining) might require different types of reward schemes.
Practical implications
The findings of this study suggest that restaurant operators in the casual dining and fast‐food segments should consider employing immediate, necessary, and monetary rewards as opposed to points‐system, luxury, and non‐monetary rewards. In terms of motivation to join loyalty reward programs, the study results indicate that casual dining patrons are looking for exciting and entertaining rewards in addition to mere cost savings.
Originality/value
This paper helps restaurant managers to better understand customer preferences for loyalty reward programs and to realize the value of targeted rewards.
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Yanghao Zhu, Yunpeng Xu and Yannan Zhang
The relationship between perceived overqualification and knowledge sharing has always been a hot topic, but scholars have come to different conclusions on this issue. The purpose…
Abstract
Purpose
The relationship between perceived overqualification and knowledge sharing has always been a hot topic, but scholars have come to different conclusions on this issue. The purpose of this study is to integrate conflicting conclusions by considering the moderating role of rewards for knowledge sharing and the mediating role of intrinsic motivation in the relationship between perceived overqualification and knowledge sharing based on self-determination theory.
Design/methodology/approach
The authors collected three-wave survey data from 246 research and development employees in four companies in China.
Findings
The results showed that when rewards for knowledge sharing was higher, employees with perceived overqualification would have higher intrinsic motivation, which could promote their knowledge-sharing behavior. However, when rewards for knowledge sharing was lower, employees with perceived overqualification would have lower intrinsic motivation, thus inhibiting their knowledge-sharing behavior. This result supported the informational function rather than the controlling function of rewards for knowledge sharing.
Originality/value
By considering the important boundary condition of rewards for knowledge sharing, this study reconciles the contradictory conclusions on the relationship between perceived overqualification and knowledge-sharing behavior. At the same time, the authors tell organizations that they can increase the knowledge-sharing behavior of overqualified employees through rewards for knowledge sharing.
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Chanho Song, Min Chung Han, Sung-Hee Wendy Paik and Michael Y. Hu
The purpose of this paper is to investigate the effect of reward redemption programs on donation amount, donation percentage and donation intention in the context of a bank credit…
Abstract
Purpose
The purpose of this paper is to investigate the effect of reward redemption programs on donation amount, donation percentage and donation intention in the context of a bank credit card.
Design/methodology/approach
A 2 × 2 × 3 experiment is implemented with 1,070 consumers accessing a national US-based sample with a small compensation. The authors use general linear model to test the proposed hypotheses.
Findings
The findings show the main effects of reward types, limited-time message and value of reward redemptions on the percentage of donations and overall donation intention to charity. The type of reward (cash/points) is found to interact with the limited-time message and with the value of reward redemptions.
Originality/value
No prior studies have addressed the relationship between credit card redemption rewards and scarcity messages in the donation context. The study contributes to the understanding of the effectiveness of credit card redemption rewards with scarcity message in improving a consumer’s donation intention.
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Rashmi Kumari, Aruna Divya Tatavarthy and Arvind Sahay
Given the growing acceptance of cashback offers (e.g. $10 PayPal cashback within 24 hours of the transaction) among retailers, this paper aims to understand how consumers evaluate…
Abstract
Purpose
Given the growing acceptance of cashback offers (e.g. $10 PayPal cashback within 24 hours of the transaction) among retailers, this paper aims to understand how consumers evaluate them vis-à-vis traditional price-discounts and their subsequent impact on retailers’ promotional strategies.
Design/methodology/approach
Six experimental studies examine if and when consumers can discern differences in the time-of-reward-accrual (i.e. the waiting time associated with receiving promotional savings) of cashbacks and price-discounts. Building on evaluability theory, we propose that the time-of-reward-accrual of promotion is hard-to-evaluate. Put simply, consumers find it hard to assess the duration of waiting time associated with receiving promotions. Consequently, consumers’ perceptions of cashbacks vis-à-vis price-discounts can be influenced by whether they evaluate both promotions simultaneously [joint-evaluation (JE) mode] or independently [single-evaluation (SE) mode].
Findings
The initial four studies show that the time-of-reward-accrual of promotions is hard-to-evaluate. Cashbacks appear just as appealing as price-discounts when consumers evaluate them independently (SE-mode) but lose their appeal when consumers view them alongside price-discounts (JE-mode). The next two studies further enhance the generalizability of our findings by replicating the observed effects for different purchase types (hedonic vs utilitarian) and varying promotional benefit levels (high vs low).
Originality/value
By shedding light on evaluations of time-of-reward-accrual of promotion, this paper adds a new dimension to research on promotions. The paper also extends the application of evaluability theory beyond domains such as hiring, fairness judgments and product bundle assessments. The paper presents evaluation mode as a boundary condition to explain contradictory predictions from prior research for consumers’ preferences for delayed vs immediate promotions.
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Elizabeth Namale Kawuma Lwanga and Patrick Ngulube
Client-led service innovation has gained currency in academic libraries owing to ever-shifting client preferences. Library clients are interested in determining which services…
Abstract
Purpose
Client-led service innovation has gained currency in academic libraries owing to ever-shifting client preferences. Library clients are interested in determining which services libraries should offer to meet their information needs. Several studies have investigated service innovation or improvement in libraries with an emphasis on client involvement. However, it is not clear whether the reward culture influences client-focused service innovation in the context of Uganda.
Design/methodology/approach
This multiple-case study triangulated data from a survey of 80 staff members, three semi-structured interviews conducted with three library heads, and data from institutional documents. Data were analysed quantitatively and qualitatively.
Findings
The results indicated that the financial reward culture did not influence client-led service innovation in any way; instead, non-financial rewards had an impact. Therefore, library managers need to appreciate that clients are no longer interested in financial rewards, but rather in non-financial rewards that have enduring value.
Originality/value
The study underscores the importance of client-led services in an information environment that has been invaded by industry 4.0 and calls upon librarians to use the opportunity to provide innovative services.
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