scholarly journals Association between rewards and employee performance: An empirical research on Omani banks

2021 ◽  
Vol 5 (1) ◽  
pp. 15-21
Author(s):  
Mythili Kolluru

The current paper aims to explore the association between rewards and employee performance in the Oman banking sector. This study evaluates data of 500 bank employees across 18 listed banks in the Sultanate of Oman. A theoretical framework is discussed to assess the effects of rewards on employee performance. According to this literature review, it is proven that rewards influence employee performance. Güngör’s (2011) study shows that organizations develop reward strategies to motivate and increase employee performance. Salah (2016) proves that rewards have a strong influence on employee performance, and he further states that incentives encourage employees to work with purpose and increase organizational performance. The outcomes are examined using factor analysis, structural equation modeling, and multivariate analysis of variance. The results of this study provide critical insights into how companies can adopt effective reward management to sustain and compete in the dynamic business landscape and modulate performance management in Omani banks. Overall, a statistically significant association between the rewards system and employee performance in Oman’s listed banks is established in this study. The study further underscores the need to design and evolve employee-centric policies to get optimum performance. It also offers guideposts for managers and policy planners working in the Middle East countries’ banking sector to develop holistic policies to succeed in stiff, cut-throat competition and ensure participatory management for best performance. Herein, extrinsic and intrinsic rewards are studied concerning their impact on the performance matrix. A proper insightful reward management system may lead to optimum performance, better outcomes, and a robust financial plan

FOCUS ◽  
2020 ◽  
Vol 1 (1) ◽  
pp. 28-42
Author(s):  
Sugito Efendi ◽  
Suwardi Suwardi

This study aims to analyze the influence of leadership style, competence, compensation on employee performance and the impact on organizational performance on the employees of the Directorate General of Agricultural Infrastructure and Facilities. This study used a survey method by distributing questionnaires to employees of the Directorate General of Agricultural Infrastructure and Facilities. As the respondent. This research method uses quantitative methods with technical analysis of Structural Equation Modeling (SEM) with the AMOS version 22 application. The research sample used in this study were 158 respondents. The results showed that leadership style, competence and compensation directly had a positive and significant effect on employee performance. Leadership style, competence and compensation directly have a positive and significant effect on organizational performance. Leadership style, competence and compensation indirectly have a positive and significant effect on organizational performance through employee performance.


2019 ◽  
Vol 43 (1/2) ◽  
pp. 188-210 ◽  
Author(s):  
Frank Nana Kweku Otoo ◽  
Evelyn Akosua Otoo ◽  
Godfred Kwame Abledu ◽  
Akash Bhardwaj

Purpose The purpose of this paper is to examine the mediating role of employee performance in the association between human resource development (HRD) practices and organizational performance. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 700 employees of the selected pharmaceutical industries. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Findings The results indicate that some HRD practices influence organizational performance through their impact on employee performance. The study further revealed that employee performance mediates the association between HRD practices and organizational performance. Research limitations/implications The research was undertaken in the pharmaceutical industry and the analysis is based on cross-sectional data, which cannot be generalized across a broader range of sectors. Practical implications The findings of the study have the potential to help policy makers, stakeholders and management of pharmaceutical industries in adopting properly and well-articulated HRD practices to enhance the quality of human capital and create sustainable competitive advantage. Originality/value This study extends the literature by adducing evidence empirically that employee performance mediated the association between HRD practices and organizational performance of the pharmaceutical industry in Ghana.


Author(s):  
Muhammad Ridlwan ◽  
Dian Alfia Purwandari ◽  
Tantri Yanuar Rahmat Syah

Performance is an essential factor in an organization; increasing organizational performance can be affected by the leadership and organizational culture. Good leadership and organizational culture will create job satisfaction for employees, thereby improving employee performance in the organization. The purpose of this study was to examine and analyze the effect of situational leadership and organizational culture on employee performance with job satisfaction as an intervening variable. This study employed Structural Equation Modeling analysis using a sample of 275 employees of fire management and rescue of the North Jakarta administration. The data were analyzed using Lisrel software. The results showed that situational leadership and organizational culture did not have a significant relationship with performance directly. Nevertheless, situational leadership and organizational culture had a positive and significant effect on job satisfaction, while job satisfaction had a positive and significant effect on employee performance. It is suggested that the organization needs to pay attention to job satisfaction which is a significant factor in improving employee performance. Further researchers can replicate the model in a different context to verify the applicability of the model.


2021 ◽  
Vol 17 (1) ◽  
Author(s):  
Taha Shabbir ◽  

Sudden outbreak of COVID-19 has been emerged as threat to employee performance and so for the media employees. It has shown quite challenging effect on aworker's in-role and extra-role performance. Theprimary objectiveto write this paper is to determine the correlation between media workers perceptions of organizational performance and its success. Impact of organizational justice as a moderator is addressed. We selected a convenience sample of 222 media professionals. Responses were gathered using closed-ended questionnaires. The solutions were evaluated using Partial Least Squares Structural Equation Modeling. The result indicates that the Perceived organizational support has a meaningful role on media workers morale during COVID-19 times. Likewise, corporate fairness plays a key role in establishing a link among perceived organizational support and employee performance. Corporatesthat wanted their employees to succeed must ensure that organizational assistance and fairness are maintained in all organizational operations. Corporation backing and perceived support help to build employee trust and encourage them to work hard. Organizational support in the workplace has a greater effect on achievement. The study examined the non-linear relationship between employee and job performance among media professionals within the context of COVID-19. Corporate expect an increasing reliance on corporate resources to overcome difficulties during these times.


2018 ◽  
Vol 37 (3) ◽  
pp. 233-253 ◽  
Author(s):  
Rima Bizri

PurposeResearch has shown that organizational citizenship behavior (OCB) has a positive and significant impact on organizational performance at a time when traditional monitoring and supervision practices are showing a declining influence. This has triggered numerous research undertakings exploring the antecedents of OCB, and how it can best be enhanced. Though many variables have been identified as predictors of OCB, the purpose of this paper is to focus on the influence of diversity management on OCB and two of its important antecedents: organizational commitment and work engagement.Design/methodology/approachThe study used a survey instrument of pre-validated scales to measure banking sector employees’ perceptions of their affective and normative commitment (NC), OCB, and diversity management practices at their organizations. Structural equation modeling was used with AMOS (20) to empirically assess the relationships among constructs.FindingsThis study empirically confirmed the positive impact of diversity management on employees’ feelings of affective commitment to the organization and engagement at work, which in turn positively impact employees’ OCB. However, the findings negate any direct influence of diversity management on NC or on OCB.Originality/valueThis study fills a gap in the literature by questioning the validity of applying the social exchange theory to the concept of OCB.


Employee performance is the most important factor for the organization, because employee performance greatly determines organizational performance, therefore employee performance must be improved. The purpose of this study was to determine the effect of Competence on employee work motivation, Organizational Culture on employee work motivation, Competence and Organizational Culture Employee motivation, Competence on employee Performance, Organizational Culture on Employee Performance, Motivation on Employee Performance, Competence on Employee Performance through Motivation as an intervening variable, Organizational Culture of Employee Performance through Motivation as an intervening variable, Competence and Organizational Culture on Employee Performance, Competence and Organizational Culture on Employee Performance through Motivation as an Intervening Variable. This type of research is descriptive quantitative research. The population of this research is employees of PT. PBI as many as 250 people with a sample of 154 people. PT. PBI one of manufacturing company in Batam City. Data analysis techniques using Structural Equation Modeling. The results of this study are as follows; Effect of Competence on latent variables Motivation has an effect but not significant. Effect of Organizational Culture on Motivation. Competence towards Motivation has no significant effect, Organizational Culture on Motivation has a significant effect. Competence has a significant effect on performance. Organizational culture has no significant effect on performance. Competence, Organizational Culture has no significant effect on performance. Motivation has no significant effect on performance. Competence has a significant effect on employees. Organizational culture has no significant effect on employee performance.


2020 ◽  
Vol 5 (2) ◽  
pp. 238
Author(s):  
Anisah Anisah ◽  
Sakinah AS

This study aims to examine the concept of talent management and to analyze the influence of talent management, competence on employee performance. The sample in this study is employees of marketing in the banking sector in the city of Jambi. The data collection method is using a questionnaire and analyzed using verification analysis, the analysis tool in this study is using Component Based SEM (Structural Equation Modeling), namely PLS (Partial Least Square). The results of this study will explain how the influence of the main variables studied, namely talent management, competence and employee performance.


2017 ◽  
Vol 2 (4) ◽  
pp. 260
Author(s):  
Mena Qomari ◽  
Ibnu Khajar

The present study intended to test a model in which performance management practice and Islamic� values� predict� work� attitude� and employee performance. A total of 100 respondents completed questionnaires on performance management practice, employee work attitude, Islamic values, and employee performance. The results from structural� equation� modeling� based� smartPLS� 3.0� confirmed that 1) performance management practice is positively related to work attitude and employee performance; 2) work attitude is positively related to employee performance; and 3) Islamic values moderates the relationships between work attitude and employee performance. Keywords : Performance management practice, Work attitude, Islamic values, Employee performance


Author(s):  
Hooman Shababi ◽  
Hanieh ziari

This study aimed to explain the effect of information technology capabilities and organizational acceleration on performance with the role of innovation capacity moderator in the banking sector of Mazandaran province of Iran during 2020-21. The statistical population of the study includes 1400 people. In order to determine the sample size based on Cochran's limited formula, the number of samples in this study was set at 302, which were selected by simple random sampling. We collect the primary data through fieldwork, and the instrument of primary data collection was five-choice Likert questionnaires, and also library method was used to collect secondary data. Both content and formal methods were used for the validity of this questionnaire, and we analyzed its reliability with Cronbach's alpha that the overall reliability is equal to 0.906. Structural equation modeling using smart PLS software was also used to test the research hypotheses. The results showed that information technology capabilities and innovation capacity have a significant relationship with organizational acceleration. In addition, Organizational acceleration has a significant relationship with organizational performance, and innovation capacity in the relationship between IT capabilities also has a moderating role on organizational acceleration.


2020 ◽  
Vol 3 (2) ◽  
pp. 28-48
Author(s):  
I Made Anom Arya Pering

Study on Path Analysis using Structural Equation Modeling (SEM) Smart Partial Least Squares (PLS) software version 3.0 with the aim of testing the Impact or Effect of Training on Employee Performance and Organizational Performance, whether it has a significant effect.The analysis results obtained are:First, the Effect of Employee Performance on Organizational Performance.The t-statistic value of 2.721 and the significance (t-table significance of 5% = 1.96) because the t-statistic value of 2.721 is greater () than the t-table of 1.96, Employee Performance has a "significant" effect on Organizational Performance.Second, the Effect of Training (Training) on Employee PerformanceThe t-statistic value of 2.688 significance (t-table significance of 5% = 1.96) because the t-statistic value of 2.688 is greater () than the t-table of 1.96, the Training has a "significant" effect on Employee Performance.Third, the Effect of Training (Training) on Organizational PerformanceThe t-statistic value of 0.338 significance (t-table significance of 5% = 1.96) because the t-statistic value of 0.338 is smaller () than t-table 1.96, the "insignificant" Training has a direct effect on Organizational Performance.


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