Training as Mediating in the Relationship Between Organization Reward and Employee Motivation

Training and organization rewards plays important role in the development and motivation of the employees. And organization gives more attention to reward and training programs to motivate their employees. The purpose of this paper is to examine the relationship in between rewards and employees motivation. In addition the paper also aims to measure the mediating role of training.Employee’sidea and perception about organizational rewards and its impact on employee’s motivation have been evaluated empirically with the sample of 173 employees in district account offices. The data have been collected from the employees using survey method. SPSS have beenused to analyze the data the results show the mediating effect of training on the relationship between organization rewards and employee’s motivation. The results show that both training and organizational rewards have positive association with employee’s motivation.The study will help the administration of district account offices to develop policy that will cope with the challenges and difficulties in training and rewards management. And it will help in employee’s motivation.

Motivational factors promoting knowledge sharing in the non-profit sector in Thailand

This study aims to investigate how organizational design – especially culture, employee intentions, intrinsic and extrinsic motivational factors, and processes – promotes knowledge sharing in the non-profit context. The research used a quantitative analysis with data from a sample of 213 non-profit organizations. The sample organizations were from diverse sectors operating actively in Thailand. The descriptive statistical technique and analysis of factor loading value were utilized to present the surveyed data. Based on the study findings of the descriptive statistics data, it was noted that motivational factors such as availability, value, and enjoyment in helping the colleagues via sharing the knowledge were remarkably associated with organizational knowledge sharing. Furthermore, the results revealed that sub-factors of knowledge sharing culture, intentions, and processes were more extraordinary for enhancing knowledge management activities. On the other hand, extrinsic motivational factors – mainly, expected organizational rewards such as bonus, salary, job security, and promotion opportunities – were not significantly promoted knowledge sharing. This study supports the non-profit organization's leaders and managers finding ways to boost motivational factors to promote knowledge sharing. Moreover, the study provides empirical insight into the knowledge management-non-profit organizations research domain, which links knowledge sharing and organizational design in the non-profit environment.

Comparative suitability for promotion: ethical transgressions, culture and a third dimension of appraisal

Purpose This paper looks at the relationship between judgments of ethical behavior and organizational promotion prospects. The purpose of this study is to examine if an independent dimension of ethical performance should be recognized. When managers and others in organizations compare candidates for promotion or other organization rewards, what role is played by information about the candidates’ previous ethical behavior? Are all prior ethical transgressions perceived in the same light or do some types carry more weight for organizational rewards? And, how do organizational values effect these evaluations? Design/methodology/approach A questionnaire was developed which asked respondents to rank a set of six candidates for a promotion. All candidates were said to be qualified for the promotion, but each was described differently in terms of past ethical transgressions. While information about a candidate’s prior ethical behavior is expected to be impactful for promotion consideration in the general population as well as among members of religious-oriented businesses, types of ethical transgressions may be weighted differently by the two groups. The survey was administered to a sample of 204 employees of business organizations at all levels obtained through a survey research firm, as well as a sample of 52 employees of organizations in the Christian publishing industry. Nonparametric statistics were used to analyze the results. A comparison was made between the respondents sourced through the research firm, seen as representing the general population, and those from the Christian-oriented group. Findings Ethical transgressions were weighted differently by each group. And some transgressions were deemed more unethical than others. Overall, our work suggests that ethical transgressions can matter with regard to promotability. Differences between the groups of respondents from the general population and the group representing Christian-based firms are discussed. Practical implications This paper focused on the selection for promotion of six candidates, ranked by two groups. As expected, the ethical transgressions were weighted differently by each group. And some transgressions were deemed more unethical than others. Overall, this work suggests that ethical transgressions can matter with regard to promotability. This research contributes to practical implications within organizations. Originality/value Only a few studies have looked directly at the relationship between judgments of ethical behavior and organizational promotion prospects. These have focused on ethical leaders rather than rank and file employees. In a study of ethical leadership and promotability, Rubin et al. (2010) found that managers rated high on ethical leadership by their subordinates are more likely to be viewed by senior managers as eventually promotable to senior leadership than those who were not – although they were no more likely to receive a promotion in the near term.

The Factors of Employee Performance: A Study of SearchNEasy

SearchNEasy is a Malaysia-based Web Development Company providing leading customized web solutions for worldwide business over the past 20 years. People, process, and technology are three elements for successful business transformation. The ongoing Covid-19 pandemic affects the workload of employees as the demand for the company's service for web design increases due to the Movement Control Order (MCO), where the Malaysian government commands the closure of all private and government sectors, except those deemed as essential needs. This research intends to understand the factors contributing to employees’ performance. This study was conducted through primary and secondary research with respondents and existing data. Through this study, employees’ performance, job stress, job demand, organizational culture, and organizational rewards were analyzed. It was shown that job stress is one of the factors of employee performance in SearchNEasy due to the increase in workload and lack of employees during the Covid-19 pandemic.

Organizational rewards and knowledge hiding: task attributes as contingencies

PurposeAlthough scholars have provided sufficient empirical evidence on the effectiveness of organizational rewards in managing knowledge sharing, little attention has been paid to the relationship between organizational rewards and knowledge hiding. Drawing on self-determination theory (SDT), this study aims to investigate the effects of financial and nonfinancial rewards on employees' knowledge-hiding behavior as well as the moderating role of task attributes.Design/methodology/approachThis paper examines the hypotheses by conducting a time-lagged survey from a sample of 186 knowledge workers in Chinese high-tech firms.FindingsThe findings of this study reveal that financial rewards are positively associated with knowledge hiding, whereas nonfinancial rewards have a negative effect on knowledge. Moreover, task interdependence significantly moderates the effects of organizational rewards on employees' knowledge-hiding behavior. In addition, the interaction between nonfinancial rewards and task complexity is negatively related to knowledge hiding.Originality/valueThis study is one of the first to investigate the effects of financial rewards and nonfinancial rewards on employees' knowledge-hiding behavior, as well as the moderating roles of task interdependence and task complexity.

Knowledge Sharing Behavior Factors of Public Sector Employees in Jambi, Indonesia

The purpose of this research is to evaluate the individual, organizational and technological factors that influence knowledge sharing behavior among public sector employees in Jambi City. This is a survey and explanatory research with questionnaires used to obtain data from 86 employees in Jambi's public sector and analyzed using factor analysis. The results showed that individual, organizational, and technological factors, such as awareness and altruism, organizational rewards, and IT application usage, respectively, have a significant effect on knowledge sharing. This is opposed to self-efficacy and top management support.

Upholding Knowledge Sharing for Organization Innovation Efficiency in Pakistan

The aim of this paper was to outline the factors that provoke the knowledge sharing intents of employees and contribute toward knowledge sharing processes that result in a better rate of innovation implementation by the organizations. This research follows a holistic approach to study ‘Knowledge Sharing’. Referring to the holistic approach, this study examined the relationship between knowledge sharing enablers, processes, and outcomes. Organizational level factors (Top Management Support, Organizational Rewards) and technology linked factors (Information and Communication Technology use) were studied to show their relationship to knowledge sharing processes (knowledge donating, knowledge collecting) and how knowledge sharing processes relate to innovation efficiency in organizations in Pakistan. Data were collected from employees of Lahore based organizations irrespective of their area of functioning and level of hierarchy in the organization. Structural equation modeling was employed to test the hypotheses using AMOS 20. The findings of the study indicate that top management support is very important in determining the knowledge sharing behavior of employees. However, organizational rewards and ICT use does not support employees in knowledge sharing activities. Finally, knowledge sharing processes are strongly related to organization innovation efficiency. This study provides guidelines to managers and organizations for establishing a knowledge sharing culture for innovative performance in the long run.

Building a fitting context for knowledge management and innovativeness

Purpose In the hyper-dynamic business world of today, innovation has become the lifeblood of organizations. Knowledge management (KM) is widely considered an essential antecedent of innovation. However, very little empirical research has specifically addressed how KM is nurtured as support for innovation from a behavioral point of view. This paper aims to operationalize the characteristics of a fitting context – in terms of top management support, organizational rewards and mutual trust – and to clarify the role of organizational context on knowledge management strategies (KMS) and ultimately on firm innovativeness. Design/methodology/approach By studying 98 surveys from 23 companies from Technology Fast 50 list, based on using the partial least squares method, the authors find that this organizational context has a significant impact on the formulation and implementation of KMS. Findings Organizational/behavioral context has significant effects on the formulation and implementation of KMS as well as firm innovativeness. The results also demonstrate that the tacit KMS has a crucial impact on firm innovativeness. Originality/value From a behavioral perspective, this study empirically examines the role of organizational context (top management support, organizational rewards and mutual trust), KMS and firm innovativeness in a holistic manner in Turkey, a developing country. To the best of the authors’ knowledge, no researcher has undergone those relationships in literature.

Organizational Rewards and Performance of Health Centre IV Workers in Greater Mbarara District, Uganda

PurposeThe purpose of this paper is to study relationship between organizational rewards, andperformance of Health Centre IV workers in greater Mbarara District.MethodsThis study used cross-sectional, explanatory and correlational approaches, and it utilised healthcenter IV’s workers’ data that were collected by using a questionnaire survey from a sample of 200 healthworkers from 11 health centres from greater Mbarara district.FindingsResults revealed that rewards, were significantly associated with health workers’ performances.Contrary to previous thinking, organizational rewards and constructs do not significantly predict healthworkers’ performance. Once health centre IV’s have appropriate reward strategies for their health workersin health facilities, they are likely to work hard by meeting deadlines, being available at their work stationand they would eventually enhance on job performance.Research limitations/implicationsThis study focuses on rewards, and performance of health workers’ inhealth centres iv in greater Mbarara and it is possible that these results are only applicable to the publichealth centres iv in greater Mbarara. More research is therefore needed to further understand the relationshipbetween rewards, and performance of health workers in other sectors such as the private health sector andin other areas of the country like northern, central and eastern Uganda.Practical implicationsThe results are important for health policy development and implementation, forexample, in terms of primary health care and reporting lines for the health workers so as to enhance on theirperformance in public health sector.Originality/valueAs far as the authors are aware, no research has hitherto been undertaken thatinvestigates the relationship between reward practices on health workers’ performance in health centres IVin greater Mbarara district. Thus the results of this study will provide health practitioners with better insightsin some reward practices that could be adopted by government/health practitioners so as to improve theperformance of health centres IV workers.Paper typeResearch paper