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UNIVERSITY OF ENGEENERING AND FERTILIZER

RESEARCH FAISALABAD
DEPARTMENT OF SCHOOL OF BUSINESS MANAGEMENT

MUHAMMAD IMAD MANZOOR

THESIS DEFENSE
Contents

 Overview

 Problem Statement

 Purpose Of The Study

 Literature And Theories

 Methodology

 Results

 Conclusion
OVERVIEW

 Non-monetary rewards
 Employees satisfaction
 Organizational performance
PROBLEM STATEMENT

It has been noticed that employees are not satisfied in their work environment
due to lack of non-monetary rewards which causes demotivation, job quitting
or Voluntary turnover. Which refers to the low level of satisfaction of
employees.
PURPOSE OF THE STUDY

 The main purpose of the study is to increase overall organizational


performance with satisfying the employees.

 To motivate employees and provide them the incentives specially non-


monetary incentives that makes them satisfied.

 To aware managers of the private organizations so that they can improve the
performance and quality.

 To find out the best type of non-monetary rewards with which employees
became motivated and satisfied
LITERATURE AND THEORIES

According to La Belle (2005) different individuals have different perceptions of rewards. For
instance, some employees consider being recognized by their leader as more rewarding
than financial incentives. Herzberg believes that such factors are the main driving force of
satisfaction and that they help boost the employee to work harder and better.(Khan, Shahid
et al. 2013)

Dzuranin and Stuart (2012) examined the effects of monetary and non-monetary incentives
on task performance and task attractiveness, as well as on performance and satisfaction. The
authors suggested that companies with existing monetary incentives may consider adding
non-monetary rewards to their performance incentive systems(Lange 2013)
Cont…

Wiscombe (2002) explains on a study that was conducted by Lawler, has the
rationale of reinforcing the conception that non-financial offers have a noteworthy
outcome on the performance of an organization. In his study, carried out in 2000,
Lawler questioned administrators and workers from 34 corporations in Australia
and concluded that the acknowledgement of employees via the provision of non-
monetary gifts augmented enthusiasm, amplified employee performance, was
providing a realistic feedback means, assisted in receiving work completed,
enhanced organizational productivity, and was also facilitating the attainment of
the administrators’ personal as well as professional goals(Ngatia)
Cont…

O’Hara (2011) insinuates that organizations with employees that feel affection for
work for recognition are more likely to feel contented with non-monetary rewards
as opposed to monetary ones. Non-monetary awards lower occupational stress,
absenteeism from work, turnover rates, and in turn elevate work morale,
organizational productivity, employee competitiveness, in addition to
organizational revenue as well as profits
Cont…

Employees who have higher job satisfaction are usually less absent, less likely
to leave, more productive, more likely to display organizational commitment,
and more likely to be satisfied with their lives(Singh and Jain 2013)
METHODOLOGY

 Research objectives.

 Hypothesis.

 Research Design.

 Participants.

 Statistical Procedures.
Research Objectives

 Are Organizations using non-monetary rewards to encourage their


workers?

 How non-monetary rewards satisfy the employees

 Is there any effect of satisfied workers on organizational goals and overall


performance?

 To guide researchers and scholars regarding the importance of employee


satisfaction and employee’s satisfaction in developing countries.
Hypothesis

 H1: There is a significant relationship between non-monetary rewards and


job satisfaction.
 H2: There is a significant relationship between non-monetary rewards and
organizational performance
Research Design

 Quantitative research.

 Sampling

 Independent variable:

Non-monetary rewards.

 Dependent variables:

employees satisfaction.

organizational performance.
Participants

 Managers of the organizations of software houses of Faisalabad.

 Employees of the organizations of software houses of Faisalabad.


Statistical Procedures

Statistical procedures planned to analyze data are as follows:

 Descriptive method.
 Regression.
 Reliability.
 Correlation.
RESULTS

 Reliability
 Correlation
 regression
Reliability

Reliability Statistics (Non monetary rewards)


Cronbach's Alpha N of Items
.880 10

Reliability Statistics (Job-satisfaction)


Cronbach's Alpha N of Items
.701 10

Reliability Statistics (Org. performance)


Cronbach's Alpha N of Items
.865 10
Correlations
Correlation
N Pearson Correlation
N

1
J

.532**
P

.344**

Sig. (2-tailed) .000 .000


N 286 286 286
J Pearson Correlation .532** 1 .278**

Sig. (2-tailed) .000 .000


N 286 286 286
P Pearson Correlation .344** .278** 1

Sig. (2-tailed) .000 .000


N 286 286 286

**. Correlation is significant at the 0.01 level (2-tailed).


Regression

Non-monetary rewards and job


satisfaction

Model Summary
Mode R R Square Adjusted R Std. Error of the
l Square Estimate
1 .532a .283 .280 .68553

a. Predictors: (Constant), N
Regression

Non-monetary rewards and job


satisfaction

Model Summary
Mode R R Square Adjusted R Std. Error of the
l Square Estimate
1 .344a .119 .116 1.39422

a. Predictors: (Constant), N
Conclusion

Non-monetary rewards have great influence on the job satisfaction and


organizational performance. Most of the results of the study are in
accordance with the hypotheses. Although regression and correlation
analysis found a significant relationship between non-monetary rewards and
job satisfaction, non-monetary rewards and organizational performance
Level supporting the research of Jenkins and Adrian Giles, (2012) that
employees though value verbal praise and recognition from their managers,
they are more satisfied by using non-monetary rewards.
Conclusion

 bv

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