because both KWs’ job satisfaction and task performance was higher as a result of job enrichment. These finding support the idea that KWs are mostly intrinsically motivated. 3.4.2 Rewards The literature meaning of word “reward” as it is something the offer by the organization to the workers in response of their performance and contributions which are expected by the workers (Agarwal, 1998). The amount of pay, benefits, or equivalents employee received in return for service which employee render to organization. A reward can be intrinsic or extrinsic, it can be in form of cash i.e. bounces etc or reward can be in form of recognition / certificate such as commendation certificate or worker of the month etc. In business environment rewards are offered in several forms e.g. recognition, cash bonuses, awards, free trips and free merchandise etc. However, reward is the thing which offers by the organization in any form in response of employees contribution, to become employees motivated for doing well with positive behavior in future. Rewards are very important because its have enduring impression on employees and support the perception of employee‟s that they are valued (Silbert, 2005). Organizations that are more committed to their workers typically made more investment as compared to similar organization in progressive Human Resource practices i.e. education, training & development and compensation package (Arthur, 1994; Huselid, 1995). These organizations also adopt deserving practices
University of Electronic Science and Technology of China School of Management and Economic Strategic Management Page 12 Group 5 on rewards distribution and distribute the rewards more generously and equitably. According to Walker (2001), compensation offer recognition, but non-monetary forms of recognition are also not ignored and important. Recognition from bosses, team members, coworkers and customer enhance loyalty. Employee participation in decision making and influence in actions are also important (Davies, 2001; Gold, 2001). Research studies highlighted the linkage between rewards and employee retention (Watson Wyatt, 1999; Tower Perrin, 2003; Mercer, 2003) and give insights into what workers want to do, their words about the rewards and their feeling regarding the work and reward matters. The recent research studies on talent management also support assumption that well and broad implemented reward practices help in talent retention and management. The annual survey of Watson Wyatt on worker attitudes toward employers and workplace, work USA 2002, show the opinions of 12,750 employees at all levels of job in all large companies, on different issues of workplace including rewards. The Watson Wyatt study finds that recognition is important for workers and they want to listen that their work are recognized and they are appreciated.
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