A Comparative Analysis of the Factors Determining Motivational Level of Employees Working in Commercial Banks in Kohat, Khyber Pukhtunkhwa

Author : Kaleem Ullah Khan, Syed Umar Farooq, Zilakat Khan

Abstract

In any firms, human resource (HR) practices are the direct investments on employees’ human capital through which firms achieve competitive advantage and employees enhance their human capital. Recognizing the structure of HR practices comprised of distinct patterns would maximize the chances to understand the firms’ ways of developing core competencies. This paper analyzes 472 employees’ responses who work in Indian manufacturing industries to identify the patterns of human capital enhancing HR practices. Reward strategy, career-oriented training, performance appraisal, recruitment strategy, career management, and performance-oriented training are the patterns or factors derived from the HR practices, and validity of this structure is also proved by confirmatory factor analysis. Furthermore, there are certain associations found between these patterns and characteristics of both employees and firms from regression analyses.

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Study on Influencing Factors of Rural Insurance Salesman’s Sale Performance

Author : Wenyong Tian, Dongmei Li

Abstract

Based on the survey data of 111 rural insurance salesmen in Tai Ping Life Insurance Co., ltd, Sichuan branch, this paper has empirically studied on influencing factors of rural insurance salesman’s sale performance by applying multiple ordered and classification logistic model. The result shows that the gender of insurance salesman, working time, levels of position, training goal, training ways, the single premium below 2000 Yuan, the reward sale and marketing ways of insurance are significant factors. This paper also analyzes the causes of those factors briefly and puts forward relevant suggestions.

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Structure of Human Capital Enhancing Human Resource Management Practices in India

Author : Birasnav M, Rangnekar S

Abstract

In any firms, human resource (HR) practices are the direct investments on employees’ human capital through which firms achieve competitive advantage and employees enhance their human capital. Recognizing the structure of HR practices comprised of distinct patterns would maximize the chances to understand the firms’ ways of developing core competencies. This paper analyzes 472 employees’ responses who work in Indian manufacturing industries to identify the patterns of human capital enhancing HR practices. Reward strategy, career-oriented training, performance appraisal, recruitment strategy, career management, and performance-oriented training are the patterns or factors derived from the HR practices, and validity of this structure is also proved by confirmatory factor analysis. Furthermore, there are certain associations found between these patterns and characteristics of both employees and firms from regression analyses.

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The Consequences of Supervisory Power–The Contingent Effect of Age and Length of Service

Author : Kim Lian Lee, lr. Low Guan Tui

Abstract

The superiors’ power bases on work autonomy and satisfaction with supervision in Malaysian manufacturing companies was investigated.  The influence of superiors and subordinates age and length of service were also explored.  210 data was collected from technical staff of manufacturing companies indicated that supervision of industrial people were most acceptable through the exercise of referent power, expert power and reward power.  Among the power bases, reward power was most often exercised when the work autonomy is high.  The work autonomy was found to be positively associated with the satisfaction with supervision.  The perception of expertise was found to be associated more with superior and subordinate age differential rather than their length of service.

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Employee Engagement: The Key to Improving Performance

Author : Solomon Markos Kompaso, M. Sandhya Sridevi

Abstract

The superiors’ power bases on work autonomy and satisfaction with supervision in Malaysian manufacturing companies was investigated.

The influence of superiors and subordinates age and length of service were also explored.  210 data was collected from technical staff of manufacturing companies indicated that supervision of industrial people were most acceptable through the exercise of referent power, expert power and reward power.  Among the power bases, reward power was most often exercised when the work autonomy is high.  The work autonomy was found to be positively associated with the satisfaction with supervision.  The perception of expertise was found to be associated more with superior and subordinate age differential rather than their length of service.

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Impact of Reward and Recognition on Job Satisfaction and Motivation: An Empirical study from Pakistan

Author : Rizwan Qaiser Danish, Ali Usman

International Journal of Business and Management. Vol 5, No. 12 (2010)

Abstract

Human resources are the most important among all the resources an organization own. To retain efficient and experienced workforce in an organization is very crucial in overall performance of an organization. Motivated employees can help make an organization competitively more value added and profitable. The present study is an attempt to find out the major factors that motivate employees and what is the relationship among reward, recognition and motivation while working within an organization. The data was collected from employees of diverse type of organizations to gain wide representation of sectoral composition. In all, 250 self administered questionnaires were distributed among the employees of different sectors and they returned 220 completed useable questionnaires for response rate of 88%. The participation in survey was voluntary and confidentiality of responses was ensured. The statistical analysis showed that different dimensions of work motivation and satisfaction are significantly correlated and reward and recognition have great impact on motivation of the employees. Implications of the study for managers and policy makers in the context of human resource practices have been discussed. Limitations and guidelines for future research are also provided.

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Total Reward Strategy: A Human Resources Management Strategy Going with the Trend of the Times.

Author : Zhou Jiang, Qian Xiao, Henan Qi, Lei Xiao  

Abstract  

As a modern reward management method, total reward strategy has been used more and more by managers and scholars. Like all the other mature human resources management approaches and strategies, total reward strategy need to be analyzed and practiced throughout the time to make it work effectively and perfectly. In this article, the dimensionalities of total reward strategy which varies at all times has been summarized through the trend of times and redefined. Managers would gain remarkable profits for the organization they governed if they use the integrated total reward strategy properly. The strategy will not only improve the performance of staffs, act important role of decision making process of an organization, but also solve existing and potential compensation problems as well.

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Reward Strategy in Chinese IT Industry

Author : Yan Liu

International Journal of Business and Management. Vol 5, No. 2 (2010)

Abstract

The essay identifies the reward strategies of Huawei, Haier and Lenovo the three Chinese top IT companies. Although the reward strategies are varied, the evidence gathered supports the essay that reward strategies adopted by the Chinese top IT companies is the reason for their success. In exploring the process of causality, two broad opinions are produced by comparing the reward strategies between different IT companies.

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