effects of compensation on employee job performance: the ...€¦ · another town is bako research...

International Journal of Economics & Business ISSN: 2717-3151, Volume 1, Issue 1, page 147 - 160

Zambrut

Zambrut.com

Mulugeta, W., & Mokonnon, R.. Effects of Compensation on Employee Job Performance..................... 147

Effects of Compensation on

Employee Job Performance: The

Case of Oromia Agricultural

Research Institute

Wakgari Mulugeta1 & Robsan Mokonnon

2

1Dr. Wakgari Mulugeta &

2Dr. Robsan Mokonnon

(Assistant Prf.) 1Oromia Agricultural Research Inistitite, Addis Ababa, Ethiopia

2College of Business and Economics, Haramaya University, Haramaya, Ethiopia

Abstract: Human Resource Development is concerned with the provision of learning, development and training

opportunities in order to improve individual, team and organizational performance. Compensation is one of the

most important elements which motivate employees to contribute their best effort to generate innovative ideas that

lead to better business functionality and further improve organizational performance both financially and non-

financially. The purpose of this study is to assess the compensation management strategy and its relationship to

employee performances in Oromia Agricultural Research Institute within the headquarter located at Gotera,

Nifas Silk Lafto Sub-city, near Special Zone of Oromia and in its centers found at 17 different places in Oromia

Regional State. A total of 286 sample respondents were selected using sample technique; of which 29 and 257

are from head office and centers, respectively. A semi-structured questionnaire was used to collect primary data.

Additionally, secondary data were also gathered from previous research works in the sector and different

published and unpublished manuscripts. The data were analyzed using SPSS statistical software version 20.

Ordinal logistic regression was employed to analyze the relationship between compensation management and

employee’s job performance. The analysis of this paper focused on the three compensation employee direct

compensation, indirect compensation and employee job performance. Policy implication drawn from this study

revealed that responsible governmental organization should adjustment the compensation management strategy

and Special attention must also be given to all employees. In addition, the organization has to create

opportunities that allow its employees to take a different advanced position as to utilize their maximum

performances.

Keywords: Compensation, Employee, Job Performance.


Zambrut

Zambrut.com


1. INTRODUCTION Compensation is one of the most important elements which employees to contribute their best share

to generate innovative ideas that lead to better business functionality and further improve organizational

performance both financially and non-financially. According to Dewhurst et al. (2010), there are

employees that do not just focus on financial compensation.

Employee compensations refer to all forms of pay or reward going to employees and arising from

their employment. Rewards include direct compensation, indirect compensation, and nonfinancial reward.

Developing an effective and appropriate compensation system is an important part of the human resource

process. An effective and appropriate compensation system can help, attract and retain competent and

talented individuals who can help the organization accomplish its mission and goals (Dessler, 2002).

Compensation implies having a compensation structure in which the employees who perform better

are paid more than the average performing employees (Pearce, 2010). Compensation processes are based

on compensation philosophies and strategies and contain arrangement in the shape of policies and

strategies, guiding principles, structures and procedures which are devised and managed to provide and

maintain appropriate types and levels of pay, benefits and other forms of compensation (Bob, 2011).

Compensation as a concept according to Bernadin, (2007) refers to all forms of financial returns and

tangible benefits that employee receives as part of the employment relationship. Compensation includes

issues regarding wage or salary programs and structures accruing from job descriptions, merit-based

programs, bonus-based programs, commission based programs and so on, while benefits typically refer to

retirement plans, health life insurance, disability insurance, vacation, employee stock ownership plan and

so on.

Compensation is a fundamental component of human resource management and covers economic

reward in the form of wages and salaries as well as benefits, indirect compensation or supplementary pay.

Compensation emanates basically from the fact that it provides income to workers and constitutes an

important cost item to the employer ( Martochio, 2011).

Rajagop (2010) argues that compensation, as well as sales territory design, influences the

effectiveness of the sales forces. According to Kraft et al. (2012) compensation is used as a mechanism for

directing sales force energy, activity, and performance. Compensation is a form of remuneration awarded

for a responsibility carried out or strength exerted to accomplish a target which assists as a motivational

factor that emboldens an individual to put more vitality or commitment into his or her job ( Armache,

2012; Ederer and Manso, 2013; Qureshi, 2013). The fundamentals of inspiration were stated as that which

is imperative to an individual, advancing it as a replacement, and the preferred comportment (Shaw, 2014).

Compensation is all tangible and intangible rewards provided by the employer to an employee receive as

part of the employment relationship. The Society for Human Resource Management (SHRM, 2012) has

defined compensation as a systematic approach to providing monetary value to employees in exchange for

work performed.

Compensation is one of the key drivers of motivation because humans are naturally inclined to

perform better when they perceive that they got sufficient payment or returns from their efforts. While

people exert effort for different reasons, today’s competitive economic environment coupled with the

consumer society has made compensation arguably the most important motivation factor. Most people are

motivated by money at least for their basic needs and want. Compensation in any form is the most obvious

extrinsic reward; it provides the carrot that most people want (Amstrong, 2008). Denisi and Griffins (2008)

define compensation as the set of rewards that organizations provide to individuals in return for their

willingness to perform various jobs and tasks within the organization.

According to Brown (2003) Armstrong (2008), compensation employee is ultimately a way of

thinking that you can apply to any reward issue arising in your organization, to see how you can create

value from it. They need clearly define goals and a well-defined link to business objectives, there need to

be well-designed pay and reward programs tailored to the needs of the organization and its people and

consistent and integrated with one another and perhaps most important and most neglected, there need to

be effective and supporting human resources and reward process in place.


Zambrut

Zambrut.com


Many indicate that the implementation of the new compensation policy has brought about huge

improvements in the conditions of service including compensation. A human resource management

function, compensation deals with every type of reward employees receive in exchange for performing a

job (John, 2003). Even more, compensation is not just a free gift, but pay or a reward received during

employment (Dessler, 2004). Therefore, the compensation that employees receive can be provided in

different forms. Researchers argue that compensation often include: bonuses, profit sharing, overtime pay,

recognition rewards and checks, sales commission, health insurance, company-paid car, stock options,

company-paid housing, and other non-monetary but taxable income items (Zingheim and Schuster, 2008;

Navita et al., 2010; Heath field, 2011).

Compensations received by employees are purposeful. Navita et al. (2010) argue that organizations,

both public and private should design compensation policy and strategies to increase employees’ job

satisfaction and job performance. Compensation relates positively to increased life satisfaction (Judge et

al, 2001) and eventually increases employee’s job performance (Armstrong and Baron, 2004). These

motivational theorists simply argue that employee’s satisfaction must subsequently lead to higher job

performance.

Objective of the Study;

a. To identify the compensation of employee available at Oromia Agricultural Research Institute

b. To examine the impact (effect) of compensation of Oromia Agricultural Research Institute on its

employee job performance

c. To investigate the problems and challenges associated with the compensation system of Oromia

Agricultural Research Institute.

2. RESEARCH DESIGN AND METHODOLOGY

The study was conducted in selected centers under Oromia Agricultural Research Institute (OARI).

The head office of the institute is found at Addis Ababa /Finfinne/, located at Gotera, Nifas Silk Lafto Sub-

city, near Special Zone of Oromia. It has about 17 research centers spread throughout the region. Each of

the centers has their own management. The centers are located in West Showa, East shoa zones and South

of Oromia Regional State. Holeta town, where one of the centers is found, is about 45 km west of Addis

Ababa at an altitude of 2400 meters above sea level; It is found at 9º4’North and 38º30’east. Other centers

are located in Batu town which is 163km south of Addis Ababa at an altitude of 1500 to 2000 meters

above sea level on the main road from Addis to Hawasa and located at 7° 40’ North and 380 53’ East.

Another town is Bako research center which is located at 258 km west of the capital, Addis Ababa,

8 km away from the nearest town; Bako is 4 km from highway road to Nekemte town, western Ethiopia.

BARC lies between 90

6‘N latitude and 37

0 9’E longitudes at an altitude of 1650 masl. Agro-ecology is

mid-altitude with high ran fall of 1238mm year-1 and hot humid weather 13.30C minimum and 28

0C

Maximum annum-1 and Yabello Pastoral and Dryland Agricultural Research Center the district is located

at 570 km south of Addis Ababa on the road to Moyale at an altitude of 1750masl with annual mean

precipitation of 500mm and mean annual temperature varied from 190C-240

0C.


Zambrut

Zambrut.com


Figure 1.Map of study area

Source: Own sketch from GIS 2016

2.1 Sample Size and Sampling Procedure

The actual population of this study is the entire staff research directors, center managers, research

team leaders and process managers and other employees from both researchers and support staff members

of Oromia Agricultural Research Institute. Stratified random sampling was employed by the researchers.

To draw sample respondents the simplified formula provided by Yamane, (1967) was employed to

determine the required sample size at 95% confidence level with degree of variability = 0.5 and level of

precision (e) =5%.

21 eN

Nn

286~

)05.0(10101

10102

1

Where n is the sample size, N is the population size and e-is the level of error.


Zambrut

Zambrut.com


Selected Office

Total

staff

numbers

Sample size

Total number of

staff/ type of job/

office

Sample size/

type of job

/office

Oromia Agricultural Research Institute 104 29 Core= 18 5

Support= 86 24

Adami Tulu Agricultural Research Center 272 77 Core= 90 25

Support= 182 52

Bako Agricultural Research Center 229

65

Core= 74 21

Support= 154 44

Holeta Bee Research Center 107

30

Core= 46 13

Support= 61 17

Ziway Soil Research Center 35

10

Core= 17 5

Support= 17 5

Ziway Fisheries Resource Research Center 54

15

Core= 18 5

Support= 36 10

Yabello Pastoral and Dry land Agricultural

Research Center 127 36

Core= 47 13

Support= 80 23

Bako Mechanization Agricultural Research

Center 82 23

Core= 40 11

Support= 42 12

Total 1010 286 286

2.2 Methods of Data Analysis

The descriptive statistics involves frequency table in analyzing the data obtained from the interview,

narrative approaches including quotations from respondents and SPSS version 20 was used and ordinal

logistic regression is used when the dependent or outcome variable has more than two categories are a

multivariate statistical technique that is used for studying the relationship between dependent variable and

independent variables. It provides a method to the changes in the dependent variable in response to

changes in more than one independent variable. Hence, it allows the researcher to determine the relative

importance of each predictor as well as to ascertain the collective contribution of the independent

variables. The model of multiple ordinal logistic regressions was stated as:

Whereas;

Represents employee job performance of employee in Institute ;

Represents direct compensation;

Represents indirect compensation of employee in Institute ,

Represent the measured characteristics of the household including age, gender and level of education

and

Represent the stochastic error term capturing all unmeasured attributes of the sample employees.

3. RESULTS AND DISCUSSIONS

3.1 Descriptive Analysis

As the study result depicts, 173 of the respondents representing 60.5% were males, 113 respondents

representing 39.5% were females. This implies that the involvement of women compared with their

counterparts in the indicated institutional management is low.


Zambrut

Zambrut.com


Sex Frequency Percent

Male 173 60.5

Female 113 39.5

Total 286 100

Source: Own survey computed data, 2016.

Considering indicate table 4 also, 116 respondents fall below the ages of 30 representing 40.6%, 111

respondents fall between 30-39 years representing 38.8%, 36 respondents fall between 40-49 years

representing 12.59% while 23 respondents with the ages of 50 and above represent 8.04%. This shows

that there is more matured, active and productive age workforce in the organization. The organization

must, therefore, put in place very good staff retention systems to retain them.

Age categories Frequency Percent

<30 116 40.56

30-39 111 38.81

40-49 36 12.59

≥50 23 8.04

Total 286 100

Source: Own survey computed data, 2016

Level of educational qualification, 6(2.10%) respondents completed their high school, 20(7%)

respondents had certificates, 58 respondents (20.28%) had diploma, 148 respondents (51.75%) had first

degrees,44 respondents (15.38%) had masters while 10 respondents (3.50%) had PhD. This implies that

the organization has men and women of high education standard that can help in achieving the set

objectives for the organization.

Educational status Frequency Percent

High School 6 2.10

Certificate 20 7.00

Diploma 58 20.28

Degree 148 51.75

Masters 44 15.38

PhD 10 3.50

Total 286 100


Out of the total of 286 respondents, 99(34.6%) had served in the organization for 1-5 years, while

91(31.8%) had served for 6-10 years. Moreover, 36(12.6%), 33(11.5%), 17(5.9%) and 10(3.5%) of

respondents indicated tenure with the organization of less than 1, 11-15, 16-20 and more than 20 years,

respectively. Therefore, this information indicates that most of the respondents were well experienced and

they can provide essential information regarding the practice and challenges of compensation provided by

the institute. Besides to this, it shows that the need for at retire compensation management programs to

motivate to work and to keep them updated with their treatment as well as the supporting organizations

developments, for example, technological, salary, organizational management, and developments so as to

improve their performance, this shows that the organization has men and women with vast experience.

This agrees with the trend in environments where the unemployment rate is high; people are expected to

stay longer in one job as compared with other environments where the unemployment rate is relatively

lower and the turnover rate is higher due to the ease with which people can find employment.


Zambrut

Zambrut.com


Working experiences Frequency Percent

<1 years 36 12.59

1-5 years 99 34.62

6-10 years 91 31.82

11-15 years 33 11.54

16-20 years 17 5.94

> 20 years 10 3.50

Total 286 100


As indicated that the majority of the respondent's salary range fall between 2500 to 4000 birr scale

representing 33.6% while the next scale range fall between 4000 to7000 birr scale representing 29.4%. The

remaining salary range fall 1500-2500, less than 1500, 10,000-15,000, 7000-9999 and greater than 15,0000

representing 22.4%, 7%,4.2%,3.2% and 0.3%, respectively. This indicates the presence of good salary

range in Oromia Agricultural Research Institutes suggesting as salary is one of the compensation strategies

in the organization.

Salary range Frequency Percent

<1500 birr 27 7.0

1500-2500 birr 64 22.4

2500-4000birr 96 33.6

4000-7000birr 84 29.4

7000-10000 birr 9 3.2

10000-15000birr

>15000 birr

12

1

4.2

0.3

Total 286 100


As indicates that, of the respondents’ position are researchers representing 30.6% while research

director and process manager represent 4.2 and 6.4% respectively. The next respondents in the

organization are followed by field and technical assistant that represent 11.1%. This domination is due to

nature of the organization since its focus on researching agricultural problems and provides a solution by

generating, introducing, and disseminating new agricultural technologies to farmers. The remaining

respondent are supporting staff which are assigned on different position to facilitate conducive

environment for researchers such as senior accountants (9.8%), senior auditor (7.7%), human resource

performer (6.6%), planning experts (3.5%), programmer experts (1.7%), and others lower staff assigned

(daily labour and guard, cleaners and other) that accounts 18.5% of respondents.


Zambrut

Zambrut.com


Position of the respondent Frequency Percent

Research Director 12 4.2

Process manager 18 6.4

Assistant researcher 19 6.6

Senior researcher 34 12

Junior researcher

Human resource performer

Senior Auditor

Senior Accountant

Planning expert

Programmer Expert

Field assistant

Technical assistant

Others position

34

19

22

28

10

5

15

17

53

12

6.6

7.7

9.8

3.5

1.7

5.2

5.9

18.5

Total 286 100


As the study results show that since the nature of the organization is an agricultural research majority

of staff are researchers with the field of specializations such as Plant science, Animal production,

Entomology, Agronomy, Soil science, Pathology, Agricultural Economics, and Rural &Agricultural

Development that represents 38%. The others fields of specialization of the respondents are Accounting,

Management, Law, Business administration, Business management, Computer science, and other fields

that represent 15.2, 7.4, 3.2, 2.8, 1.8, 2.5, and 22.7% respectively.

Specialization of field Frequency Percent

Accounting 43 15.2

Management 21 7.4

Plant science 21 7.4

Animal production

Entomology

Agronomy

Soil science

Economics

Rural and agricultural

development

Law

Business administration

Computer science

Pathology

Business management

19

14

14

12

12

11

9

8

7

5

5

6.7

5.0

5.0

4.3

4.3

3.9

3.2

2.8

2.5

1.8

1.8

Other 64 22.7

Total 286 100


As indicated in Table 10, 261 of the respondents’ total working time is 8 hours per day which

represents 91.3% of the table respondents. This is similar to the nations working time policy. The others

working time were 9, 10, 11 and 12 hours per day that accounts 1.4, 2.8, 2.4 and 2.1% respectively, this is

due nature of the research condition that needs time especially Apiculture that needs additional time at

night time.


Zambrut

Zambrut.com


Total work Frequency Percent

8 hours 261 91.3

9 hours 4 1.4

10 hours 8 2.8

11hours 7 2.4

12 hours 6 2.1

Total 286 100


3.2 Measurement of Variables (Ordinal Measurements)

The findings in tables largely conform to most important measures of model fit information

identified in the literature. All the measures were perceived to be significant in measuring the model in

fitness. The measures include both compensation and employee based compensation management

measures; employee job performances are highest levels significant measures.

Model - 2Log Likelihood Chi-Square df Significance

Intercept Only 1950.328 _ _ _

Final 1635.185 315.143 84 .000


3.3 Goodness of fits

It can be deduced from the table 12 that the value of chi-Square for Pearson is (1144.916) the value

of chi-Square for Deviance is (1573.098) and significant at 1 percent level. People work for satisfying their

needs but also desire that their efforts must be compensation employee significant at 1.00 levels. It shows

that compensation managements are positively and significantly associated with employee job

performance at Oromia Agricultural Research Institute. The basic objective of any public organization is

that to compensate employees.

Model Chi-Square df Significance

Pearson 11440.916 9551 1.000

Deviance 1573.098 9551 1.000


3.4 Pseudo R-square

As Table shows the significant results with the values of Cox and Snell of 0.668 which is greater

than the value of alpha 0.05. The value of adjusted R square is 0.668. The results are justified. Analysis of

data showed that the groups of pseudo-R-Square, the independent variables, are how to regress on the

variables of satisfaction affected by compensation management employee, variables in their performance,

According to Table 12 below the purpose of the employee job performance for 66.8% highest

performances in the Oromia Agricultural Research Institute.

Items Value

Cox and Snell 0.668

Nagel kerke 0.668

McFadden 0.156



Zambrut

Zambrut.com


3.5 Determinants of variables and definitions

The variable types and definitions of the compensation employee variable is correlated with

employees’ job performance age of respondent employee in the years, gender of the employee ,1 =male

and 0=for female, education level of the respondent employee in years of schooling, direct compensation

are continuous, an index of the average values of direct compensation indicators, indirect compensation

are continuous, an index of the average values of indirect compensation indicators and employee job

performance continuous, an index of the average values of employee job performance indicators including

high level, medium level and low level

Variables Variable type and definition

Age Continuous, age of the respondent employee in years

Gender Dummy, gender of the respondent employee, 1=male; 0=female

Education Continuous, education level of the respondent employee in years of

schooling

Direct Compensation Continuous, an index of the average values of direct compensation

indicators including salary, house rent allowance, conveyance,

leave travel allowance, medical reimbursements ,special

allowances, bonus.

Indirect Compensation Continuous, an index of the average values of indirect

compensation indicators including Leave policy, Overtime policy,

Car policy, Hospitalization, Insurance, Leave travel Assistance,

Retirement benefits, Holiday

Employee job performance Continuous, an index of the average values of employee job

performance indicators including high level, medium level and low

level.

Sources: Own survey computed data, 2016.

3.7 Effects of compensation on employee job performance

In this study, the direct compensation and indirect compensation variable is correlated with

employees’ job performance at the value of 0.000. The results are significant. In this study, employee-

based compensation management variable is correlated with employees’ job performance at the value of

0.000. The results are significant, the results are significant, and Employee job performances with

relationship to the compensation management at Oromia Agricultural Research Institute are significant at

the level of 0.000. Employee’s job performance is highly implementations.

Variables Coefficient Standard

error

Direct Compensation 0.4358*** 0.0629 6.92 0.000 0.0312 0.0559

Indirect

Compensation 0.2290***

0.0510 4.49 0.000 0.0128 0.0329

Age 0.0240433 0.0500 0.48 0.631 0.0743 0.0122

Gender 0.1490796 0.0958 1.56 0.121 0.0395 0.0337

Education 0.0853317* 0.0496 1.72 0.086 0.0123 0.0184

Constant -0.4900** 0.0233 2.11 0.036 0.0322 0.0957

R-squared 0.3001

Adj R-squared 0.2876

Observations

*** p<0.01, ** p<0.05, * p<0.1.



Zambrut

Zambrut.com


3.8 Reliability tests

The value of Cronbach’s Alpha for direct compensation is 0.875 which clearly indicates that the

results. The reliability indicator shows that it must be more than .7 and these results are visible in this

study. The value of Cronbach's Alpha for employee job performance is 0.875 which clearly indicates that

the results are reliable. The reliability indicator shows that it must be more than .7 and these results are

visible in this study. The value of Cranach Alpha for indirect compensation management 0.875 which

clearly indicates that the results are reliable. The value of Cranach Alpha for is Respondent attitude

employee job performance 0.849 which clearly indicates that the results are reliable. The reliability

indicator shows that it must be more than 0.7 and these results are visible in this study.

Variables

Direct compensation

Indirect compensation on employee

Employee job performance

Sources: Own survey computed data, 2016

3.9 The challenges associated with the compensation employees

a. Issues concerning compensation in the organization were not communicated effectively to all

employees at all levels in the Institute.

b. There was no proper performance compensation management system and an evaluation system in place

to facilitate compensation management.

c. There was no forum to discuss issues of compensation with all employees.

d. The policy manuals that contain the compensation packages were not readily available to the entire

population.

e. The management and review of compensation packages were not abreast with the current economic

situation in the county and therefore their intended effect is not fully felt.

f. There was no proper training for the direct implementers of the compensation policy and letters.

g. There was very minimum or no employee involvement in the formulation and implementation of

compensation correspondence.

3.10 Validity test in the factor loading

The factor, which seems to index competence, loads most strongly on the first three items, with

loadings Q2 in the direct compensation 0.766 .second of the items indexed competence and had loadings

respondent attitude employee job performance Q9 with loading factor 0.756. The second factor, which

seemed to index motivation, was composed of the three items with loadings in Q10 for factor loading

0.734. Factor loading, but had a cross-loading on the competence factor. The least factor loading, which

seemed to index (low) pleasure from factor loading, comprised the items with loadings in the three items.

Q3 for loading factor was 0.727, Q8 loading factor was 0.717 and Q4 loading factor 0.717.


No Variables Items /Questions Factor loading

1 Direct compensation employee Q2 0.766

2 Respondent attitude towards employee

job performance

Q3 0.727

Q4 0.710

Q8 0.717

Q9 0.756

Q10 0.734


Zambrut

Zambrut.com


4. CONCLUSION AND RECOMMENDATIONS

The purpose of the study was to determine the effect of employee compensation on employee job

performance the case of Oromia Agricultural Research Institute. Based on the findings of the study, the

following conclusions were drawn on the three key and specific objectives of the study.

The effects of compensation employee on Oromia Agricultural Research Institute /OARI/ when the

research was carried weren’t consistent with standard compensation described in management literature

and the institute faced some challenges of inadequate budgetary allocations and compensation

management strategy in implementing its employees’ job performance.

In their compensation should be served, employees placed administrative purposes in the rank of

priority, on the other hand, they found a system of employees’ job performance which was being operated

in Oromia Agricultural Research Institute (OARI) to be primarily administration in purpose. It would be,

therefore, realized that the current system of compensation management strategy has been operated to

accomplish the purpose which is contrary to what employees’ job performance would have expected to be.

The current compensation is not periodically updated and evaluated for effectiveness. Furthermore,

the existing benefits are not well communicated to employees. Both salary and benefits available in the

institutions were rated mostly unfavorably. According to the 60% of the respondents, the Institutions are

being not paying the payment also differs from one employee to other for the same job and educational

qualifications.

Based on the findings of the study, the following recommendations are forwarded.

a. Creating links between compensation management strategy, with the employees’ job performance,

standards, organizational goals and bringing out the initial job performance aid criteria of a job was

easily determined the difference between success and failure.

b. To make compensation management more effective, Oromia Agricultural Research Agricultural

Institute should have to plan /specific compensation schedule/and have to follow systematic

compensation programs. While most of the benefits derived from compensation are easily attained

when compensation is planned and an organization needs to have a continuous plan of training and

retraining of employees. The institute should also provide adequate training to employees that enable

them to perform the work as required by searching for various financial sources.

c. The OARI should improve compensation management activities by solving those multiple constraints

through taking effective measures. A key to obtaining consistent success with compensation programs

the management should have a systematic approach. Therefore, compensation program of the institute

should be systematic in that it is specifically designed, planned and implemented to meet defined needs.

Thus, OARI should have the compensation management strategy unit and experts. Besides to this,

management should search various financial sources which can contribute to compensation

management strategy to employees’ job performance activities of the Institute

5. REFERENCES 1. Anyebe, A (2003).The Nigerian Civil Service, Issues in structures and operation, Journal of Professional

Administration. 5;11-17

2. Armache, J (2012), Effect of Compensation and Other Motivational Techniques on Organizational Performance.

Franklin Business and Law Journal, 3(1), 88-96.

3. Armstrong M& Baron A.(2004). Managing performance: Performance management in action. CIPD, London.

4. Armstrong M, Brown D.(2005). Pay: The new dimensions. CIPD, London.

5. Armstrong, M (2008), Strategic Human Resource Management: A Guide to Action. Philadelphia: Kogan Page

Publishers.

6. Armstrong.(2006).A Handbook of Human Resource Management Practice, London: Kogan

7. Bandied et al O. 2007. Incentives for Managers and Inequality Among Workers Evidence from a Firm Level

Experiment. Quarterly Journal of Economics 122,729 773.

8. Bernadin HJ (2007)Human resource management an exponential approach. 4thed. New York: McGraw-Hill Irwin:

253-277.

9. Blazovich,(2013).Team identity and performance-based compensation effects on performance.J.Perform. Manage.

19(3/4):153-184.http://dx.doi.org/10.1108/TPM-11 2012-0035


Zambrut

Zambrut.com


10. Bob, N. (2011). Making employees suggestions Count, Journal of personnel management 17; 20 -41.

11. Brief AP, Weiss HM. ,(2002). Organizational behavior: Affect in the workplace. An. Rev.Psychol. 53:279–

307.http://dx.doi.org/10.1146/annurev.psych.53.100901.135156.PMid:11752487.

12. Brown D.(2003). Reward strategies. J. Pers. Manage. 1: 17-29.

13. Building Compensation Systems: Student Manual. New Jersey: Pearson Prentice Hall, (2006).

14. Carter Mc Namara,(2008).Employee Benefits Field Guide to Leadership and

Supervision.Available:www.managementhelp.org/pay ben/benefits/benefits.htm

15. Cascio WF.(2003).Managing human resources: Productivity, Quality of work, life, profits.6thed. New York: McGraw

Hill Higher Education.

16. Casio, F.(2006), Management Human Resources: Productivity, Quality of Work life and Profits, New York McGraw-

Hill. 17. Chaudhary, N.and Sharma, B. (2012).Impact of employee motivation on performance (productivity) private

organization. International Journal of Business Trends and Technology, 2, 29-35.

18. Clegg, B. & Birch P (2002). Crash course in Managing people, Kogan Page, 120 Pentonville Road, London N19JN

19. Cole, G. (2002) Personnel and Human Resources Management, Thomas Learning, High Holborn House, 50-51

Bedford Row, London WC1R4LR

20. Dalal RS.(2005) A meta-analysis of the relationship between organizational citizenship

J.Appl.Psychol.90:12411255.http:/dx.doi.org/10.1037/0021-9010.90.6.1241.PMid:16316277

21. Danish, R.Q, and Usman, A.(2010).Impact of Reward and Recognition on Job Satisfaction and Motivation. An

empirical study from Pakistan. International Journal of Business and Management, 5, 159-167

22. Denisi A. S. & Griffins R. W.(2008) Human Resources Management. Houghton Mifflin Company. Boston New York

23. Dessler G. (2004). Human Resource Management. New Jersey: Prentice Hall.

24. Dessler G. (2011). Human Resource Management. 12thed. New Jersey: Price Hall.

25. Dewhurst, S. A. (2010). Investigating the encoding-retrieval match in recognition Memory: Effects of experimental

design, specificity and retention interval Memory, and cognition. Vol. 38 pp 1101 – 1109

26. Greene RJ (2014). The Role of Employee Ownership in the Total Rewards Strategy.

27. Harrison,D.A & Liska, Z(2008). Promoting Regular Exercise Occupational Fitness Programme. Journal of Personnel

Psychology,5(5); 27-45

28. Hating and Wood. 2003. Total Reward Management, Oxford, University Press.

29. Heineman F. (2003). Behavioral management and task performance in organizations: Conceptual background, meta-

analysis, and test of alternative models. Pers. Psychol.56

30. Herman, A. (2005). Performance Management, London: Prentice Hall.

31. Hewitt A. (2009). Managing performance with incentive pay. J. Pers. Manage. 7(1):20-31.

32. Jamil B,Raja NS.(2011). Impact of compensation, performance evaluation and promotion practices on government

employees’ performance vs. private employees’ performance. Int.J. Cont. Res. Bus. 3(8): 907-913.

33. Judge TA, Ilies R. 2004. Is positiveness in organizations always desirable? Acad.Manage.Exer. 18(4):151-

155.http://dx.doi.org/ 10.5465/AME.2004.15268761.

34. Khan MA. (2010) .Effects of human resource management practices on organizational performance. An empirical

study of oil and gas industry in Pakistan. Eur J. Econ. Finan.Adm. Sci. 24:10.

35. Khan, R. (2009), Influence of transformational leadership on employee’s performance: A Pakistani perspective.

International Journal of Accounting Information, 2, 53-60.

36. Kraft, et al, (2012).Compensation and control systems: a new application of vertical dyad linkage theory’, Journal of

Personal Selling and Sales Management, 1(winter): 107–115.

37. Losey M, Meisinger S., and Ulrich, D.(2005). The Future of Human Resource Management: society for human

resource management. Alexandria, Virginia USA: John Wiley & SonsInc.

38. Mahmud K,(2012).Human resource outsourcing a study on telecommunication sector in Bangladesh. Int. J. Bus.

Manage .May.7(10).

39. Martocchio J.J.(2011), Strategic Compensation Human Resource Management Approach. 6th ed. Upper Saddle River,

New Jersey: Pearson Prentice Hall.

40. McConnell CR (.2003).The manger’s approach to employee performance problems. Heal. Ca. Manage. 22(1):63-69.

41. McNamara C (2006). Employee benefits and compensation: Basics about employee motivation: Nuts-and-bolts guide

to leadership and supervision in business Minneapolis Minnesota: Authenticity Consulting LLC.

42. Milkovich, G.T.Newman,J.M.& Gerhart, B.(2011). Compensation (10th International ed), New York: McGraw Hill.

43. Monday RW.(2008). Human resource management (10th ed.). New Jersey: Pearson Prentice Hall.

44. Namasivayam, K. Miao, L. & Zhao, X 2007.An Investigation of the Relationship between Compensation Practices and

Firms Performance in the US Hotel Industry. International Journal of Hospitality Management, 26, 574-587

45. Naukrihub C. 2007. Performance Management System (accessed October, 2016).

46. Navita N, Simranjeet KS, Anindita C.2010. Impact of employee satisfaction with compensation on employee

motivation.Vish. Bus. Rev pp.79-87.


Zambrut

Zambrut.com


47. Odunlade, R.O. (2012). Managing Employee Compensation and Benefits for Job Satisfaction in Libraries and

Information Centers in Nigeria. Available http:/unllib.unl.edu/LPP/

48. Oluseyi S.& Ayo, H.T.(2009).Influence of work motivation, leadership effectiveness and time management of

employees ’performance in some selected industries in Ibadan, Oyo State, Nigeria. European Journal of Economics

Finance and Administrative Sciences, 16, 1450-2887.

49. Oromia National Regional Government Bureau of Civil Service and Good Governance Finfinne Date 11/03/2007

Ref.No BSSBG/1-2A/56/01/35

50. Oshagbemi T.2000.Correlates of pay satisfaction in higher education.The Int. J. Educ. Manage. 14(1):31-39.

51. Oswald, F. L Hambrick, D. Z.& Jones, L. A.(2007).Understanding and Predicting Multitasking Performance. Keeping

All the Plates Spinning, 77-84

52. Otto, S.C., Wahl, K.R, Lefort, C.C. & Frei, Wyatt H. P,(2012). Journal of Business Studies Quarterly Saint Mary s

College of California, Exploring the Impact of Multitasking In the Workplace (Vol. 3, No. 4, pp. 154-162)..

© Copyright 2018 International Journal of Zambrut | Scientific Researcher Group

effects of compensation on employee job performance: the ...€¦ · another town is bako research...

Documents