Impact of reward on employee performance in Nepalese commercial banks / Saluna Shrestha 

Public ISBD Title : Impact of reward on employee performance in Nepalese commercial banks Material Type: printed text Authors: Saluna Shrestha, Author Publication Date: 2017 Pagination: 97p. Size: GRP/Thesis Accompanying material: 9/B Languages : English Descriptors: Reward on employee performance Employee performance Class number: 658.3125 Abstract: Reward systems are often used within organizations as a key management tool that can affect a firm’s effectiveness by influencing employees, behavior and motivating employee at their work place. Banking sector business in Nepal is most competitive sector where employees’ performance is the only way out to beat the competition. Banks are the most important institutions for the development of the financial sector, economy and the country as a whole. Reward can increase worker performance and the reward can improve employee performance in the best manner. Employee will give their maximum when the workers have a feeling or trust that their efforts will be rewarded by the management. Financial rewards means pay-for-performance such as bonus, promotion, compensation, gratuities etc. Non financial rewards are non monetary/ non cash and it is a social recognition such as acknowledgement, certificate and genuine appreciation etc. (Neckermann and Kosfelf, 2008). According to Fay and Thompson (2001) reward system have a critical role in determining the organization’s ability to attract high potential employees and to retain high performing employees and to retain high performing employees to achieve greater levels of retain high performing employees to achieve greater levels of quality and performance. According to Baratton (1999) rewards refer to all form of financial returns and tangible service and benefits and employee receives as part of an employment relationship. “Reward is the benefits that arise from performing a task, rendering a service or discharging a responsibility” (Colin, 1995). Ajila and Abiola (2004) revealed that reward package can influence on employee performance. Base on their findings they concluded that reward system helps to increase employee performance by enhancing employee skills, knowledge and abilities in order to achieve organizational objectives. The main purpose of the study is to analyze the effect of reward practice on employee performance of Nepalese commercial banks. The study has the following specific objectives: to analyze the perception of employees on reward practices in Nepalese commercial banks, to examine the relationship of compensation, promotion, bonus, recognition and empowerment on employee productivity and job quality in Nepalese commercial banks, to find out the most important factor affecting employee productivity and job quality in Nepalese commercial bank. The primary source of data is used to assess the opinion of employee with respect to reward practices on employee performance in Nepalese commercial banks. The survey is based on 150 respondents from 15 commercial banks in Nepal. The questions were asked in the Likert scale questions. The Likert scale questions of different variables as compensation, promotion, bonus, recognition, empowerment, employee productivity and job quality were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive statistics, correlation analysis and regression analysis. The result of the study shows that there is positive correlation between rewards practices on employee productivity and job quality in Nepalese commercial banks. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with employee productivity. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with job quality. Promotion has the highest weighted mean value which reveals that it is followed effectively in Nepalese commercial banks. Likewise recognition has lowest weighted mean value which indicates that recognition practices are not effectively followed in Nepalese commercial banks. The beta coefficient of compensation, promotion, bonus, recognition and empowerment are positive when regressed on employee productivity. In the same way, beta coefficient of compensation, promotion, bonus, recognition and empowerment are positive when regressed on job quality. Recommendations are given on the basis of the finding of the study. The major conclusions of the study are that all the variables of rewards have positive relation with employee productivity and job quality. If the Nepalese commercial bank has good reward system in the form of compensation, promotion, bonus, recognition and empowerment it will tends to increase employee productivity and job quality. The more the bank focuses on the variable of the reward practice it leads to motivate the employee towards their job and the bank. Impact of reward on employee performance in Nepalese commercial banks [printed text] / Saluna Shrestha, Author . - 2017 . - 97p. ; GRP/Thesis + 9/B. Languages : English Descriptors: Reward on employee performance Employee performance Class number: 658.3125 Abstract: Reward systems are often used within organizations as a key management tool that can affect a firm’s effectiveness by influencing employees, behavior and motivating employee at their work place. Banking sector business in Nepal is most competitive sector where employees’ performance is the only way out to beat the competition. Banks are the most important institutions for the development of the financial sector, economy and the country as a whole. Reward can increase worker performance and the reward can improve employee performance in the best manner. Employee will give their maximum when the workers have a feeling or trust that their efforts will be rewarded by the management. Financial rewards means pay-for-performance such as bonus, promotion, compensation, gratuities etc. Non financial rewards are non monetary/ non cash and it is a social recognition such as acknowledgement, certificate and genuine appreciation etc. (Neckermann and Kosfelf, 2008). According to Fay and Thompson (2001) reward system have a critical role in determining the organization’s ability to attract high potential employees and to retain high performing employees and to retain high performing employees to achieve greater levels of retain high performing employees to achieve greater levels of quality and performance. According to Baratton (1999) rewards refer to all form of financial returns and tangible service and benefits and employee receives as part of an employment relationship. “Reward is the benefits that arise from performing a task, rendering a service or discharging a responsibility” (Colin, 1995). Ajila and Abiola (2004) revealed that reward package can influence on employee performance. Base on their findings they concluded that reward system helps to increase employee performance by enhancing employee skills, knowledge and abilities in order to achieve organizational objectives. The main purpose of the study is to analyze the effect of reward practice on employee performance of Nepalese commercial banks. The study has the following specific objectives: to analyze the perception of employees on reward practices in Nepalese commercial banks, to examine the relationship of compensation, promotion, bonus, recognition and empowerment on employee productivity and job quality in Nepalese commercial banks, to find out the most important factor affecting employee productivity and job quality in Nepalese commercial bank. The primary source of data is used to assess the opinion of employee with respect to reward practices on employee performance in Nepalese commercial banks. The survey is based on 150 respondents from 15 commercial banks in Nepal. The questions were asked in the Likert scale questions. The Likert scale questions of different variables as compensation, promotion, bonus, recognition, empowerment, employee productivity and job quality were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive statistics, correlation analysis and regression analysis. The result of the study shows that there is positive correlation between rewards practices on employee productivity and job quality in Nepalese commercial banks. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with employee productivity. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with job quality. Promotion has the highest weighted mean value which reveals that it is followed effectively in Nepalese commercial banks. Likewise recognition has lowest weighted mean value which indicates that recognition practices are not effectively followed in Nepalese commercial banks. The beta coefficient of compensation, promotion, bonus, recognition and empowerment are positive when regressed on employee productivity. In the same way, beta coefficient of compensation, promotion, bonus, recognition and empowerment are positive when regressed on job quality. Recommendations are given on the basis of the finding of the study. The major conclusions of the study are that all the variables of rewards have positive relation with employee productivity and job quality. If the Nepalese commercial bank has good reward system in the form of compensation, promotion, bonus, recognition and empowerment it will tends to increase employee productivity and job quality. The more the bank focuses on the variable of the reward practice it leads to motivate the employee towards their job and the bank.

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Impact of reward on employee performance in Nepalese commercial banks / Prakash Pandey 

Public ISBD Title : Impact of reward on employee performance in Nepalese commercial banks Material Type: printed text Authors: Prakash Pandey, Author Publication Date: 2017 Pagination: 105p. Size: GRP/Thesis Accompanying material: 10/B Languages : English Descriptors: Reward on employee performance Class number: 658.3125 Abstract: Reward is a crucial element for motivating employees in an organization. It not only helps to generate innovative ideas but also improves the organizational performance. Rewards play an important role in building and sustaining the commitment among employees that ensures a high standard of performance. There is so much changes occurring in the business world and every business entity or organization has much relay on employee’s good performance. Rewards are considered an important tool to check the employee’s performance. Rewards are most important way to engage the employees with their work and with their organization. Organizational rewards mean all the benefits, both, financial and non-financial that an employee receives through their employment relationship with an organization (Bratton and Gold 1994, Malhotra et al. 2007). Rewards increase the level of productivity and quality of the employees on their jobs and in the result thereof increase the success of the organization. Also experts noted that the suggested rewards from the firms might strongly affect the employee’s behaviour related to the job and the organization that they work in (Lincoln and Kallerberg, 1990). Reward refers to all categories of financial benefits, tangible services and benefits that an employee receives as part of employment relationship with the organization (Bratton and Gold 1994). Rewards increase the level of productivity and quality of the employees on their jobs and in the result thereof increase the success of the organization. Also experts noted that the suggested rewards from the firms might strongly affect the employee’s behaviour related to the job and the organization that they work in (Lincoln and Kallerberg, 1990). Rewards increase the level of efficiency and performance of the employees on their jobs and in the result thereof increase the success of the organization. Crews (1997) concluded that economic rewards are most important to private sector employees. Employee will give their maximum when they have a feeling or trust that their efforts will be rewarded by the management. Chapagai (2011) revealed that reward is an important determinant of employee performance. Increased reward practices makes positive effecton employee performance of Nepalese banking employees. The main purpose of the study is to identify major factors affecting employee performance and commitment in Nepalese commercial banks. The study has the following specific objectives: to analyze the perception of employees towards the reward practices in Nepalese commercial banks, to examine the relationship of compensation, promotion, bonus, recognition and empowerment on employee performance and commitment in Nepalese commercial banks, to find out the most important factor affecting employee performance and commitment in Nepalese commercial banks. The primary source of data is used to assess the opinion of employee with respect to reward practices on employee performance in Nepalese commercial banks. The survey is based on 220 respondents from 20 commercial banks in Nepal. The questions were asked in the Likert scale questions. The Likert scale questions of different variables as compensation, promotion, bonus, recognition, empowerment, employee performance and commitment were measured in 5 points scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive statistics, correlation analysis and regression analysis. The result of the study shows that there is positive correlation of rewards practices on employee performance and commitment in Nepalese commercial banks. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with employee performance. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with employee commitment. Promotion has the highest weighted mean value which reveals that it is followed effectively in Nepalese commercial banks. Likewise, recognition has lowest weighted mean value which indicates that recognition practices are not effectively followed in Nepalese commercial banks. The beta coefficients for compensation, promotion, bonus, recognition and empowerment are positive with employee performance. In the same way, beta coefficients for compensation, promotion, bonus, recognition and empowerment are positive when regressed on employee commitment. Recommendations are given on the basis of the finding of the study. The major conclusions of the study are that all the variables of rewards have positive relation with employee performance and employee commitment.If the Nepalese commercial bank has good reward system in the form of compensation, promotion, bonus, recognition and empowerment it will tends to increase employee performance and commitment. If the bank more focuses on these variables of the reward practice it leads to motivate the employee towards their work and increase overall banks performance. Impact of reward on employee performance in Nepalese commercial banks [printed text] / Prakash Pandey, Author . - 2017 . - 105p. ; GRP/Thesis + 10/B. Languages : English Descriptors: Reward on employee performance Class number: 658.3125 Abstract: Reward is a crucial element for motivating employees in an organization. It not only helps to generate innovative ideas but also improves the organizational performance. Rewards play an important role in building and sustaining the commitment among employees that ensures a high standard of performance. There is so much changes occurring in the business world and every business entity or organization has much relay on employee’s good performance. Rewards are considered an important tool to check the employee’s performance. Rewards are most important way to engage the employees with their work and with their organization. Organizational rewards mean all the benefits, both, financial and non-financial that an employee receives through their employment relationship with an organization (Bratton and Gold 1994, Malhotra et al. 2007). Rewards increase the level of productivity and quality of the employees on their jobs and in the result thereof increase the success of the organization. Also experts noted that the suggested rewards from the firms might strongly affect the employee’s behaviour related to the job and the organization that they work in (Lincoln and Kallerberg, 1990). Reward refers to all categories of financial benefits, tangible services and benefits that an employee receives as part of employment relationship with the organization (Bratton and Gold 1994). Rewards increase the level of productivity and quality of the employees on their jobs and in the result thereof increase the success of the organization. Also experts noted that the suggested rewards from the firms might strongly affect the employee’s behaviour related to the job and the organization that they work in (Lincoln and Kallerberg, 1990). Rewards increase the level of efficiency and performance of the employees on their jobs and in the result thereof increase the success of the organization. Crews (1997) concluded that economic rewards are most important to private sector employees. Employee will give their maximum when they have a feeling or trust that their efforts will be rewarded by the management. Chapagai (2011) revealed that reward is an important determinant of employee performance. Increased reward practices makes positive effecton employee performance of Nepalese banking employees. The main purpose of the study is to identify major factors affecting employee performance and commitment in Nepalese commercial banks. The study has the following specific objectives: to analyze the perception of employees towards the reward practices in Nepalese commercial banks, to examine the relationship of compensation, promotion, bonus, recognition and empowerment on employee performance and commitment in Nepalese commercial banks, to find out the most important factor affecting employee performance and commitment in Nepalese commercial banks. The primary source of data is used to assess the opinion of employee with respect to reward practices on employee performance in Nepalese commercial banks. The survey is based on 220 respondents from 20 commercial banks in Nepal. The questions were asked in the Likert scale questions. The Likert scale questions of different variables as compensation, promotion, bonus, recognition, empowerment, employee performance and commitment were measured in 5 points scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive statistics, correlation analysis and regression analysis. The result of the study shows that there is positive correlation of rewards practices on employee performance and commitment in Nepalese commercial banks. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with employee performance. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with employee commitment. Promotion has the highest weighted mean value which reveals that it is followed effectively in Nepalese commercial banks. Likewise, recognition has lowest weighted mean value which indicates that recognition practices are not effectively followed in Nepalese commercial banks. The beta coefficients for compensation, promotion, bonus, recognition and empowerment are positive with employee performance. In the same way, beta coefficients for compensation, promotion, bonus, recognition and empowerment are positive when regressed on employee commitment. Recommendations are given on the basis of the finding of the study. The major conclusions of the study are that all the variables of rewards have positive relation with employee performance and employee commitment.If the Nepalese commercial bank has good reward system in the form of compensation, promotion, bonus, recognition and empowerment it will tends to increase employee performance and commitment. If the bank more focuses on these variables of the reward practice it leads to motivate the employee towards their work and increase overall banks performance.

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The impact of reward on employee performance in Nepalese insurance companies / Pooja Shah 

Public ISBD Title : The impact of reward on employee performance in Nepalese insurance companies Material Type: printed text Authors: Pooja Shah, Author Publication Date: 2018 Pagination: 102p. Size: GRP/Thesis Accompanying material: 9/B Languages : English Descriptors: Reward on employee performance Class number: 658.3125 Abstract: Reward management is one of the strategies used by Human Resource Managers for attracting and retaining suitable employees as well as facilitating them to improve their performance through motivation and to comply with employment legislation and regulation. As a result of these pressures, HR managers seek to design reward structures that facilitate the organizations strategic goals and the goals of individual employees. Reward systems are very crucial for an organization (Maund, 2001). According to Bowen (2000), rewards and recognitions are vitally important to boost morale and creating goodwill between employees and managers. Rewards and recognition play an important part in motivating employees and improving performance. A carefully designed reward system can greatly enhance an organization's effectiveness and productivity. According to the Armstrong (2008), performance management is a systematic process for improving organizational performance by developing the performance of individuals and teams. He further explained it is means of getting better results by understanding and managing performance within an agreed framework of planned goals, standard and competency requirements. This study examines the impact of reward on employee’s performance in Nepalese insurance companies. Employee productivity and job quality are selected as the dependent variables. Compensation, promotion, bonus, empowerment and recognition are selected as independent variables. The primary source of the data is used to assess the opinions regarding the reward and employee performance in Nepalese insurance companies. The survey is based on 180 respondents from 18 insurance companies in Nepal. To achieve the purpose of the study, structured questionnaire is prepared. The multiple regression models are estimated to test the significance and importance of reward system on employee performance in Nepalese insurance companies. The result shows that there is a positive relationship of compensation and promotion with employee performance. This indicates that better the compensation and promotion system, higher would be the employee performance. The study also shows that there is a positive relationship between bonus and employee performance. It indicates that increase in the level of bonus leads to increase in employee performance. The study also reveals that empowerment has a positive relationship with employee performance. It indicates that higher the level of empowerment, higher would be the employee performance. Likewise, result shows that there is a positive relationship between recognition and employee performance. It indicates that higher the level of recognition in the organization, higher would be the employee performance. The regression results also show that beta coefficients are positive for compensation, promotion, bonus, empowerment, and recognition. However, the coefficients are significant only promotion, empowerment and recognition at 5 percent level. The impact of reward on employee performance in Nepalese insurance companies [printed text] / Pooja Shah, Author . - 2018 . - 102p. ; GRP/Thesis + 9/B. Languages : English Descriptors: Reward on employee performance Class number: 658.3125 Abstract: Reward management is one of the strategies used by Human Resource Managers for attracting and retaining suitable employees as well as facilitating them to improve their performance through motivation and to comply with employment legislation and regulation. As a result of these pressures, HR managers seek to design reward structures that facilitate the organizations strategic goals and the goals of individual employees. Reward systems are very crucial for an organization (Maund, 2001). According to Bowen (2000), rewards and recognitions are vitally important to boost morale and creating goodwill between employees and managers. Rewards and recognition play an important part in motivating employees and improving performance. A carefully designed reward system can greatly enhance an organization's effectiveness and productivity. According to the Armstrong (2008), performance management is a systematic process for improving organizational performance by developing the performance of individuals and teams. He further explained it is means of getting better results by understanding and managing performance within an agreed framework of planned goals, standard and competency requirements. This study examines the impact of reward on employee’s performance in Nepalese insurance companies. Employee productivity and job quality are selected as the dependent variables. Compensation, promotion, bonus, empowerment and recognition are selected as independent variables. The primary source of the data is used to assess the opinions regarding the reward and employee performance in Nepalese insurance companies. The survey is based on 180 respondents from 18 insurance companies in Nepal. To achieve the purpose of the study, structured questionnaire is prepared. The multiple regression models are estimated to test the significance and importance of reward system on employee performance in Nepalese insurance companies. The result shows that there is a positive relationship of compensation and promotion with employee performance. This indicates that better the compensation and promotion system, higher would be the employee performance. The study also shows that there is a positive relationship between bonus and employee performance. It indicates that increase in the level of bonus leads to increase in employee performance. The study also reveals that empowerment has a positive relationship with employee performance. It indicates that higher the level of empowerment, higher would be the employee performance. Likewise, result shows that there is a positive relationship between recognition and employee performance. It indicates that higher the level of recognition in the organization, higher would be the employee performance. The regression results also show that beta coefficients are positive for compensation, promotion, bonus, empowerment, and recognition. However, the coefficients are significant only promotion, empowerment and recognition at 5 percent level.

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