Relationship Between Rewards and Employee's Performance in The Cement Industry in Pakistan

Journal of International Academic Research (2010) Vol.10, No.2.
31 August 2010
Relationship between Rewards and Employees

Performance in the Cement Industry in Pakistan
Muhammad Imran Qureshi, Khalid Zaman and Dr. Iqtidar Ali Shah
Department of Management Sciences, COMSATS Institute of Information
Technology, Abbottabad, Pakistan
Abstract
This study empirically examines the relationship between rewards and employees
performance in cement industry in the Khyber Pakhtoonkhawa Province (KPK) of
Pakistan. The study is based on primary data collected from one hundred and forty
employees of various cement industry in Pakistan. A self designed questionnaire was
used for data collection. The data was analysed using the techniques of rank correlation
coefficient and multiple regression analysis. All the findings were tested at 0.01 and 0.05
level of significance. The result concludes that there is a direct relationship between
extrinsic rewards, intrinsic rewards and the employees performance. It is also find out that
recognition techniques used in cement factories are good for the maximum performance
of employees.
Key Words
Rewards, Employees Performance, Cement Industry, Pakistan.
1. Introduction
How to improve the employees performance is the main concern of all organisations
and focus point for research in many studies. Many approaches have been developed and
adopted worldwide to improve the employees performance including goal setting
approach, measurement and feedback approach, involvement of employees in decision
approach, organisations culture approach, organisations expectation approach, job
design approach, rewards and recognition approach (Howes, 2010). The aim of all
approaches is how to effectively motivate employees to maximise their performance. One
common method of motivation is to tie rewards to employee performance which has been
focused in this study.
The impact of rewards on employees performance is well known phenomenon in the
available literature of human resources. A large number of studies have verified that
reward is a powerful tool to enhance employee behaviours leading to performance
improvement. However, some other studies also observed the negative consequences of
rewards such as an environment of favouritism, sexism and racism.
According to Luthans (2000), there are two basic types of rewards, financial and non
financial and both can be utilised positively to enhance performance behaviours of
employees. Financial rewards means pay-for-performance such as performance bonus,
job promotion, commission, tips, gratuities and gifts etc. Non financial rewards are non
monetary/non cash and it is a social recognition such as acknowledgment, certificate, and
genuine appreciation etc. The non financial rewards is also called non material award
(Neckermann and Kosfeld, 2008).
There is mix finding in the literature to determine which type of reward is more effective to
increase employees performance. According to Perry et al (2006) financial rewards is not
Relationship between Rewards and Employees Performance in the Cement Industry
in Pakistan
19
31 August 2010
the most motivating factor (Perry et al, 2006) and financial results have a de-motivating
effect among employees (Srivastava, 2001). Several studies have found that among
employees surveyed, money was not the most important motivator, and in some instances
managers have found money to have a demotivating or negative effect on employees
(University of Texas, undated). On the other hand, Ryan (undated) indicated that non
monetary types of rewards can be very meaningful to employees and very motivating for
performance improvement. According to him, creative use of personalised non-monetary
rewards reinforces positive behaviours and improves employee retention and
performance. These types of recognition can be inexpensive to give, but priceless to
receive.
Rewards can be either intrinsic or extrinsic. Intrinsic rewards that are inherent in the job
itself along with the individual enjoys as a result of successfully completing the task or
attaining his goals. While extrinsic rewards are those that are external to the task of the
job, such as pay, work condition, fringe benefits, security, promotion, contract of service,
the work environment and conditions of work. Such tangible rewards are often determined
at the organisational level, and may be largely outside the control of individual managers
(McCormick and Tifflin, 1979).
The objective of this study is to find out the relationship between rewards and employees
performance in cement industry in Pakistan. More specific objectives are to find out:
The effect of intrinsic and extrinsic rewards on employees performance

The effect of financial rewards and social recognition rewards on employees'
performance
The effect of other related rewards/factors on employees' performance
Based on the above objectives, the present study seeks to test the following hypothesis:
H1:
There is a direct relationship between rewards and employees performance.

H1a: There is a direct relationship between extrinsic rewards and employees
performance.
H1b: There is a direct relationship between intrinsic rewards and employees
performance
H2:
There is a direct relationship between performance bonus and the employees

performance.
H3:
There is a direct relationship between social recognition and employees

performance.
H4:
Employees performance can be increased through proper job description,

proper work environment and gender discrimination.
This paper is organised as follows: after introduction in section 1, literature review is

carried out in section 2. Research framework and methodology is mentioned in section 3.
Result and discussion is provided in section 4. Final section concludes the study.
2. Literature Review
Rewards and compensation systems motivate employees to give their maximum efforts
towards assigned work. Compensation systems deliver other objectives such as legal
compliance, labour cost control, perceived fairness towards employees and enhancement
in Pakistan
20
31 August 2010
of employee performance to achieve high level of productivity and customer satisfaction

(Maire and Nick, 2002).
The existing literature on individuals innovative performance reveals a wide array of
individual and organisational antecedent factors. Among many individual antecedents that
influence employees innovative performance are attitudes (Williams, 2004), cognitive
styles (Scott and Bruce, 1994), personality and demographic characteristics such as age,
education background, and prior R&D experience (Roberts, 1991 and Rothwell, 1992). In
terms of organisational antecedents, expenditure on R&D (Hadijimanolis, 2000),
cooperation with external technology provider, leaders influence (Hage and Dewar,
1973), and reward system (Eisenberger and Cameron, 1996; Janssen, 2000; Mumford,
2000) are commonly cited as factors that affect individuals innovative performance.
Rewards that an individual receives are very much a part of the understanding of
motivation. Literature suggested that rewards cause satisfaction of the employee to be
affected, which directly influences the performance of the employee (Lawler, 1985). In the
study carried out by Jibowo (1977) on the effect of motivators and hygiene on job
performance among a group of 75 agricultural extension workers in Nigeria. The study
supports for the influence of motivators on job performance. In another study carried out
by Centers and Bugental (1970), they based their research on Herzbergs two-factor
theory of motivation, which separated job variables into two groups: hygiene factors and
motivators. They used a sample of 692 subjects to test the validity of the two-factor
theory. It was discovered that at higher occupational level, motivators or intrinsic job
factors were more valued, while at lower occupational levels hygiene factors or extrinsic
job factors were more valued. They concluded that an organisation that satisfies both
intrinsic and extrinsic factors of workers get the best out of them.
Many studies in the creativity literature have shown that the firms reward system plays a
critical role in motivating employees to perform creatively (Eisenberger, 1992;
Eisenberger, Armeli and Pretz, 1998; Eisenberger and Rhoades, 2001). As an effort to
stimulate employees creativity, many managers have used extrinsic rewards (e.g.
monetary incentives and recognition) to motivate their employees (Fairbank and Williams,
2001; Van Dijk and Van den Ende, 2002). While empirical research has shown that
extrinsic rewards help enhance individuals creative performance. The literature is still
divided when it comes to its effects on individuals creativity (Baer et al., 2003). By
Milkovich & Newmans (2002) definition, an employees returns from work comprise total
compensation and relational returns. The latter involves recognition status, employment
security, and promotion opportunities. Total compensation includes direct pay like base,
cost of living, short-term and long-term incentives and indirect pay as benefits like
allowances and income protection. Numerous reward systems operate within
organisations, often used as a key management tool that can contribute to a firms
effectiveness by influencing individual and group behaviour (Lawler and Cohen, 1992).
The structure and allocation of reward may effect the motivation of individual team
members (Hackman, 1990). However, the impact of reward on group effectiveness is
unclear and the models provide little guidance regarding specific type of rewards that
maximise particular outcomes in work group. Skill-based pay means compensation is
given according to an employees depth or breadth of the skills, abilities, and knowledge
relevant to the work (Milkovich and Newman, 2002). This is because the greater expertise
employees possess, the higher capability they can perform the work with a broader
understanding of the work, and thus the more aware of their contribution to the
organisation they will be more productive. Job-based pay means that compensation is
determined by the level of relative difficulty, duty, and attribution of a job to others (Uen
and Chien, 2004). The study of individual attitudes has a long history that has produced a
voluminous body of literature focusing on the attitude-behaviour relation (Ajzen, 2001).
in Pakistan
21
31 August 2010
Performance-based pay is compensation paid varies with some measure of individual,

team, or organisational performance, such as merit pay, team incentives, and profit
sharing (Milkovich and Newman, 2002). Syedain, (1995) reported that there are two
schools of thought how this could be accomplished in the workplace, one way could be to
say thank you in a formal way through a badge, certificate or a Written note, while another
could be to give a concrete reward to create an impact.
Robert (2005) defined reward management as: the process of developing and
implementing strategies, policies and systems which help the organisation to achieve its
objectives by obtaining and keeping the people it needs, and by increasing their
motivation and commitment. Marketing professionals have traditionally been concerned
with how to communicate about value (e.g., Grantham, 2007); operations personnel need
to know how to deliver that value. Filipkowski and Johnson (2008) examined the
relationships between measures of job insecurity, organisational commitment, turnover,
absenteeism, and worker performance within a manufacturer. A positive relationship was
found between job insecurity and intentions to turnover, and a small negative correlation
was found between measures of job insecurity and organisational commitment. Tosti and
Herbst (2009) discuss about behaviour systems approach which can be used to achieve a
customer centred organisation through examples and reports from consultation cases.
Johnson et al (2010) establish the effects of presenting organisational information through
implicit and explicit rules on sales-related target behaviours in a retail setting. Results
indicated that when organisational information was presented in a specific form,
productivity was increased and maintained longer than when presented in other forms.
3. Research Framework and Methodology

This study has been conducted at individual level rather than corporate level as rewards
concerned with individuals. Employees performance is taken as dependent variable while
intrinsic rewards, extrinsic rewards, recognition techniques (non cash rewards/ social
recognition rewards), performance bonus (financial rewards), job description, work
environment and gender discrimination are taken as independent variables. Organisation
size, sample, and organisation type are control variables. Dependent variable was
measured by the feedback from the top management through the questionnaire.
Independent variables were measured by the feedback from employees. The framework
of the study is given in Figure 1.
Figure 1: Research Framework}
Intrinsic Rewards
Extrinsic Rewards
Financial Rewards
Employees Performance
Recognition Rewards
Job Description
Work Environment
Gender Discrimination

in Pakistan
22
31 August 2010
3.1 Data Collection: Questionnaire was used for data collection. Prior to the distribution
of the actual survey, a pilot study involving a sample of 47 employees were conducted to
validate the content of the questionnaire in terms of relevance, accuracy, and wording.
Appropriate changes were made in the final questionnaire.
Five point Likert Scale ranging from 1 (strongly disagree) to 5 (strongly agree) was used
to measure responses. The respondents scores for each construct were obtained by
summing across all the item scores of the individual variables. The hypothesised
relationships among the study variables depicted in the model were tested using multiple
regressions.
3.2 Sampling: Total two hundred questionnaires were randomly distributed among the
employees of cement industry in Khyber Pakhtoonkhawa Province of Pakistan, namely,
Best Way Cement, Cherate Cement, Fauji Cement, Mustehkum Cement and Saadi
Cement. One hundred and forty four questionnaires were returned. Thus, the response
rate was 74%.
The Cronbachs Alpha reliability coefficients for the sample are given in table 1 below:
Table 1: Cronbachs Alpha Reliability Coefficients
Items
Cronbach's Alfa (r)
Extrinsic Rewards
0.83
Intrinsic Rewards
0.90
Recognition Techniques (Social Rewards)
0.74
Performance Bonus (Financial Rewards)
0.91
Job Description
0.87
0.84
Work Environment
0.71
4. Results and Discussion

In this study employees performance is dependent variable and job description, extrinsic
rewards, intrinsic reward, gender discrimination, work environment, employees
recognition techniques, and performance bonus are independents variables. The effect of
each independent variable on dependent variable is shown in regression table 2 below:
Table 2: Regression analysis (Employees Performance is Dependent Variable)
Independent Variables
Coefficients
Standard Error t-stat
P-value
Intercept
-2.145
0.435
-4.932
0.000
Job Description
0.415
0.112
3.716
0.001
Extrinsic Reward
0.628
0.172
3.652
0.001
Intrinsic Reward
0.505
0.149
3.393
0.001
-0.192
0.096
-2.015
0.050
Work Environment
0.079
0.112
0.703
0.485
Recondition Techniques
0.037
0.138
0.270
0.788
Performance Bonus
0.069
0.099
0.701
0.487
Statistics Tests
R-square
0.822
Adjusted R-Square
0.796
F-statistics
31.616
In the regression table 2, p-values of job description, extrinsic rewards and intrinsic
rewards shows the significance contribution in employees performance. R square is
0.822 which depicts that independent variables can cause 82.2% impact on employees
performance while adjusted R square is 0.796 which shows the fitness of the model. The
F-statistics also explains the significance of the model.
in Pakistan
23
31 August 2010
To find out the exact relationship between employees performance and independent
variables, the respondents were divided into two salary groups. Low Salary Group contain
employees having pay between Rs. 20,000 to Rs. 40,000 while High Salary Group
consist of employees having salary more than Rs. 40,000. The correlation analysis of two
salary groups is carried out below.
4.1 Correlation Analysis of Low Salary Group Correlation table 3, of the Low Salary
Group showed the strong relationship between performance and job description. The
value of correlation is 0.756 which shows a strong positive correlation. The correlation
between extrinsic rewards and performance is 0.838 while intrinsic rewards and
performance correlate with a value of 0.700. Gender discrimination has a low but negative
impact on performance (correlation = -0.036). In the Low Salary Group there is very low
correlation (0.058) between performance and employees recognition which indicates the
minimum attraction of the intangible rewards at this level. Similarly, correlation between
employees performance and performance bonus is also low (0.150)
Table 3: Correlation Matrix of Low Salary Group
Variables
1
2
3
Employees
Performance
1
Job Description
0.756 1
Extrinsic Reward
0.838 0.692 1
Intrinsic Reward
0.700 0.489 0.652
Gender Discrimination -0.036 -0.155 -0.118
Environment
0.161 0.010 0.095
Recondition
Techniques
0.058 0.000 0.008
Performance Bonus
0.150 0.056 -0.163
1
-0.272
0.122
1
0.203
-0.064
-0.204
0.127
-0.010
-0.059
-0.003
1
0.005
Correlation results showed that there is a direct relationship between employees

performance and intrinsic rewards which related to the job itself. Employees performance
is dependent on the intrinsic rewards and performance increases with the increase of
intrinsic reward. The findings of this study is link to the finding of Deci (1972), Eisenberger
and Cameron (1996) and Mumford (2000). They emphasized the importance of intrinsic
reward in influencing workers performance. They believed that workers do not like to feel
that they are performing their task for money. The findings of Egwuridi (1981) and
Janssen (2000) has also supported this study because their hypothesis that low income
workers will be intrinsically motivated was not confirmed and the expectation that higher
income workers will place a greater value on intrinsic reward than how income workers
was also not confirmed. In other word the relevance of motivational factors depends not
only on its ability to meet the needs of the employees, but also that of the organisation as
well.
In Low Salary Group, the correlation between performance and extrinsic rewards (0.838)
is high as compare to the correlation between performance and intrinsic rewards (0.700).
Similarly, in Low Salary Group, the correlation between performance and financial
rewards (0.150) is comparatively more than the correlation between performance and non
financial rewards (0.058). However, in both cases (financial and on financial rewards), the
correlation is weak as compare to extrinsic and extrinsic rewards.
4.2 Correlation Analysis of High Salary Group The correlation matrix of the High Salary
Group shows that there is less attraction of the tangible rewards as compared to the Low
Salary Group. The value of correlation of job descriptions is 0.580; extrinsic rewards
0.598, intrinsic rewards 0.360, gender discrimination -0.037, work environment 0.161 and
a strong attraction for the employees recognition techniques 0.583 as compared to Low
Salary Group. Detail is shown in table 4.
in Pakistan
24
Table 4: Correlation Matrix of High Salary Group

Variables
1
2
3
Employees
Performance
1
Job Description
0.580
1
Extrinsic Reward
0.598
0.397
1
Intrinsic Reward
0.360
0.213
0.480
Gender Discrimination -0.037 -0.185 -0.283
Work Environment
0.161
-0.027 0.097
Recondition
Techniques
0.583
0.346
0.513
Performance Bonus
0.472
0.248
0.270
31 August 2010
1
-0.306
0.100
1
0.203
0.117
-0.018
-0.077
-0.011
0.135
0.174
1
0.526
Correlation results showed that there is a direct relationship between employees

performance and extrinsic rewards which is not related to the job itself like monetary
rewards etc. This shows that extrinsic rewards given to workers in an organisation has a
significant influence on the employees performance. This is in line with equity theory
which emphasizes that fairness in the remuneration package tends to produce higher
performance from workers (Adams, 1965).The findings also agree with the work of Berjum
and Lehr (1984) which showed that subjects who received individual incentives performed
better than those who did not receive. And workers exhibited productive work behaviour
when rewards were made contingent upon performance. The work of Akerele (1991) can
also be said to have corroborated the findings of this study. He observed that poor
remuneration in relation to profits made by organisation, wage differentials between high
and low income earners among other things contributed to low morale, lack of
commitment and low productivity.
In High Salary Group, the correlation between performance and extrinsic rewards (0.598)
is high as compare to the correlation between performance and intrinsic rewards (0.360).
Similarly, in High Salary Group, the correlation between performance and non financial
rewards (0.583) is comparatively more than the correlation between performance and
financial rewards (0.472).
The aforementioned hypotheses were tested and results are provided in table 5 below.
Table 5: Summary of Hypothesis Results
Hypothesis
H1 There is a direct relationship between rewards and employees performance.
H1a There is a direct relationship between extrinsic rewards and employees
performance.
H1b There is a direct relationship between intrinsic rewards and employees
performance
H2 There is a direct relationship between performance bonus and employees
performance.
H3 There is a direct relationship between recognition and employees
performance.
H4 Employees performance can be increased through proper job description,
work environment and gender discrimination
Results
Supported
Supported
Supported
Supported
Partially
Supported
Supported
The result showed that as the intrinsic and extrinsic rewards increase the employees
performance go beyond the minimum acceptability level which show significant
relationship between organisations reward system and employees performance. There is
a moderating effect of employee recognition techniques on performance. At a certain level
it is more attractive then the intrinsic and extrinsic rewards. Job description has a positive
effect on employee performance while increasing gender discrimination has a negative
impact on employee performance.
in Pakistan
25
31 August 2010
5. Conclusion
The importance of reward in the day-to-day performance of employees duties cannot be
over emphasized, especially when it comes to being rewarded for a job done. It is a wellknown fact that human performance of any sort is improved by increasing motivation.
From this study it can be easily inferred that workers reward package matters a lot and
should be a concern of both the employers and employees. The results obtained from the
hypotheses showed that workers place great value on the different rewards given to them
by their employers. Hence, when these rewards are not given, workers tend to express
their displeasure through poor performance and non-commitment to their job. It is
therefore imperative for the organisation to consider the needs and feelings of its
employees and not just over look them in order to safe guard industrial harmony, because
a happy worker they say is a productive worker. Having stressed, the importance of a
good remuneration policy on the performance of workers and the different kinds of reward
that can influence workers to perform better on job, this study can therefore be seen as a
call for employers sense of commitment to put in place appropriate incentive plan that will
encourage workers to be more purposeful and improve their performance.
Many organisations are transforming themselves, flattening hierarchies, empowering
workers and basing processes on teams rather than individual performance. Reward and
recognition systems are an important part of the change that is necessary for such
transformation to be effective. A thorough rethinking and restructuring of reward and
recognition practices which are aligned with new organisational goals and culture will give
companies the focused energy they will need to succeed in challenging times. Those
companies that use relevant compensation and rewards as strategic resource tools will be
able to realise the tremendous potential of their employees, working together. This
requires the reorganisation of incentive programs to encourage new employee behaviours
aimed at achieving team and organisational goals. The types of teams operating and the
stage of teamwork will dictate the incentives to be used to achieve worthwhile team and
organisational goals. These rewards and recognition programs must also fit in with the
culture and values that the organisation wishes to develop.
The study concludes that there is a direct relationship between employees performance
and organisations reward system. In case of low salary group, it is more important to
develop such a reward system which has more emphasis on extrinsic reward. Similarly,
high income group could be more motivated through intrinsic reward. Well defined job
description leads to high performance rating in the organisation. Where as, gender
discrimination has a negative impact on employee performance. Employees recognition
techniques are good way to motivate employees.
6. References
Adams, JS. (1965); Inequity in Social Exchange, Advances in Experimental Social
Psychology, New York: Academics Press. pp 264-300.
Akerele, A. (1991); Role of Labour in Productivity, Nigeria Journal of Industrial Relation,
Vol.5, pp.50-58.
Ajzen, I. (2001); Nature and Operation of Attitudes, Annual Review Psychology, Vol.52,
pp.27-58.
Bergum, B. and Lehr, J. (1984); Monetary Incentives and Vigilance, Journal of
Experimental Psychology, No.7, pp.197-198.

in Pakistan
26
31 August 2010
Baer, M., Oldham, G.R., and Cummings, A. (2003); Rewarding Creativity: When does it
Really Matter?, The Leadership Quarterly, Vol.14, pp569-586.
Deci, E. L. (1972); The Effects of Contingent and Non-contingent Rewards and Controls
on Intrinsic Motivation, Organizational Behavior and Human Performance, Vol.8, No.2,
pp.217-229.
Egwuridi, P.C. (1981); Job Satisfaction: Effects on Job Characteristics, Unpublished MSc
Dissertation, University of Lagos, Nigeria.
Eisenberger, R. (1992); Learned Industriousness, Psychological Review, Vol.99, No,2,
pp.248-267.
Eisenberger, R., and Cameron, J. (1996); Detrimental Effects of Reward, American
Psychologist, Vol.51, No.11, pp.1153-1166.
Eisenberger, R., Armeli, S., and Pretz, J. (1998); Can the Promise of Reward Increase
Creativity? Journal of Personality and Social Psychology, Vol.74, pp.704-714.
Eisenberger, R. and Rhoades, L. (2001); Incremental Effects Reward on Creativity,
Journal of Personality and Social Psychology, Vol.81, No.4, pp.728-741.
Fairbank, J.F., and Williams, S.D. (2001); Motivating Creativity and Enhancing Innovation
through Employee Suggestion System Technology, Creativity and Innovation
Management, Vol.10.No.2, pp.68-74.
Filipkowski, M. and Johnson, C. M. (2008); Comparisons of Performance and Job
Insecurity in Union and Nonunion Sites of a Manufacturing Company', Journal of
Organizational Behavior Management, Vol.28, No.4, pp.218 - 237
Grantham, S. (2007); But what do they Really Think? Identifying Consumers Values
Relevant to Adopting Biotechnologically Produced Foods, Journal of Public Affairs, Vol.7,
pp.372382.
Hage, J., and Dewar, R. (1973); Elite Values Versus Organizational Structure in Predicting
Innovation, Administrative Science Quarterly, Vol.18, No.3, pp.279-290.
Hackman, J.R (1990); Organizational Behaviour and Human Performance, Hall, Sydney.
Hadjimanolis, A. (2000); An Investigation of Innovation Antecedents in Small Firms in the
Context of a Small Developing Country, R&D Management, Vol.30, No.3, pp.235-245.
Howes, C.J. (2010); Organization Performance Strategies, accessed 30 April 2010,
www.opstrategies.org
Jibowo, A.A. (1977); Effect of Motivators and Hygiene Factors on Job Performance
among Extension Workers in the Former Western State of Nigeria, The Quarterly Journal
of Administration, Vol.12, No.1, pp.45-54.
Janssen, O. (2000); Job Demands, Perceptions of Effort-Reward Fairness and Innovative
Work Behavior, Journal of Occupational and Organizational Psychology, Vol.73, No.3,
pp.287-302.

in Pakistan
27
31 August 2010
Johnson, R.A., Houmanfar, R. and Smith, G.S. (2010); The Effect of Implicit and Explicit
Rules on Customer Greeting and Productivity in a Retail Organization', Journal of
Organizational Behavior Management, Vol.30, No,1, pp38- 48
Celebrity
Lawler, E.E. (1985); The Effects of Performance of Job Satisfaction, Industrial Relations,
Vol.7, pp20-28.
Lawler, E. E. and Cohen, S. G. (1992); Designing Pay Systems for Teams, ACA Journal,
Vol.1, No.1. pp.6-19.
Luthans, K. (2000); Recognition: A Powerful, but often Overlooked, Leadership Tool to
Improve Employee Performance, The Journal of Leadership Studies, Vol.7, No.1, pp.3239
McCormick and Tifflin, J. (1979); Industrial Psychology New York: George, Allen and
Unwin.
Mumford, M.D. (2000); Managing Creative People: Strategies and Tactics for Innovation,
Human Resource Management Review, Vol.10, No.3, pp.313-351.
Maire, K. and Nick, O. (2002); Collective and Individual Improvement Activities: the Role
of Reward Systems, Personal Review, pp.320-337.
Milkovich, G. T., & Newman, J. M. (2002); Compensation (7th ed.). NY: McGraw-Hill, New
York, NY.
Neckermann, S. and Kosfeld, M (2008); Working for Nothing? The Effect of Non-Material
Awards on Employee Performance, Goethe-University Frankfurt, Germany.
Perry, J. L., Mesch, D., & Paarlberg, L. (2006); Motivating Employees in a New
Governance Era: the Performance Paradigm Revisited. Public Administration Review,
Vol.66, pp.505-514.
Roberts, E.B. (1991); Entrepreneurs in High Technology: Lessons from MIT and Beyond,
New York: Oxford University Press.
Rothwell, R. (1992); Successful Industrial Innovation: Critical Factors for the 1990s. R&D
Management, Vol.22, No.3, pp.221-239.
Roberts R.L. (2005); Relationship between Rewards, Recognition and Motivation at
Insurance Company in the Western Cape, University of the Western Cape.
Ryan, S. (n.d); Rewards and Recognition, accessed 01 May 2010,
http://edweb.sdsu.edu/people /arossett/pie/Interventions/incentivesrewards_2.htm.
Scott, S.G. and Bruce, R.A. (1994); Determinants of Innovative Behavior: A Path Model of
Individual Innovation in the Workplace, Academy of Management Journal, Vol.37, No.3,
pp.580-599.
Syedain, H. (1995); The Rewards of Recognition, Management Today, pp.72-75.

in Pakistan
28
31 August 2010
Srivastava, A., Locke, E. A. and Bartol, K. M. (2001). Money and Subjective Well-Being
its Not the Money, its the Motives, Journal of Personality and Social Psychology, Vol.80,
pp.959-971.
Tosti, D. and Herbst, S.A. (2009); Organizational Performance and Customer Value,
Journal of Organizational Behavior Management, Vol.29, No.3, pp.294- 314
Uen, J. F., & Chien, S. H. (2004); Compensation Structure, Perceived Equity and
Individual Performance of R&D Professionals, Journal of American Academy of business,
Vol.4, No.1/2, pp.401-405.
University of Texas (n.d.); Performance Rewards, dated May, 2010,
http://www.uth.tmc.edu/ut_general/admin_fin/hr/perplan/reward.html.
Van Dijk, C., and van den Ende, J. (2002); Suggestion Systems: Transferring Employee
Creativity into Practicable Ideas, R&D Management, Vol.32, No.5, pp.387-395.
Williams, S.D. (2004); Personality, Attitude, and Leader Influences on Divergent Thinking
and Creativity in Organizations, European Journal of Innovation Management, Vol.7,
No.3, pp.187-204.

in Pakistan
29

Relationship Between Rewards and Employee's Performance in The Cement Industry in Pakistan

Uploaded by

Copyright:

Available Formats

Relationship Between Rewards and Employee's Performance in The Cement Industry in Pakistan

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Relationship Between Rewards and Employee's Performance in The Cement Industry in Pakistan

Uploaded by

Copyright:

Available Formats

Journal of International Academic Research (2010) Vol.10, No.2.