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THE IMPACT OF REWARD PROGRAMS ON EMPLOYEE ENGAGEMENT Introduction

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In response to economic recession, employers are worried about keeping employees engaged after they have passed through low salary, low bonuses, increased work demands and downsizing. Encouraging employees under these conditions while realizing that once the economy goes up top talent may leave for other opportunities has created a new competitive Scenario known as employee engagement. Although a plenty of definitions can be found, employee engagement is defined as an optimum level of employee interest, devotion with the organization and job satisfaction. Engaged employees value, enjoy and have pride in their work. hey are more willing to help each other and the organization succeed! take e"tra responsibility! put more effort in their jobs! share information with other workers! and remain intact with the organization as compared to employees who are less engaged #$azear %&'&! $e(ine, Erez and )ohnson *++*! ,iketta *++*, *++'-. .inally, employee engagement and associated variables, such as commitment and cooperation, have been found to be linked with organizational performance. As employees are more committed and involved through employee engagement organizational goals and objectives are achieved more accurately and consistently. #/arter, Schmidt and 0illham *++1! 2acey and Schneider *++'! Schneider, 2acey, 3arbera and 4oung *++&his study will determine the effect of human resource practices Such as reward programs, leadership behavior, and team work on the employee engagement. his study will also evaluate the level of an employee5s job satisfaction in the banking sector of (akistan situated in district 6kara and 7epalpur. his study also e"plains that retaining an e"perienced employee is far better than recruiting a new one who has no field e"perience. ,ewards should be given on merit basis to engage employees 8 to obtain desired goals and objectives on regular basis.

Literature revie :
his study is related to the fact that reward programs and related variables have a direct impact on employee engagement. .urther more, employee5s level of job satisfaction is also tested In this particular study, ,ewards should be given on permanent basis in order to retain e"perienced employees with in the organization otherwise they will leave for other better opportunities #Scott, 0.7, .7 2c2ullen, ,.S and 3. 3owin *++9-. ,ewards should be given on merit and e:uity basis in order to Increase the level of job satisfaction among workers. /ence in return employees will be more engaged #$azear,

sperling.ollowing are hypothesis generated by this study in different aspects. . H!"ot#e$i$: /+= . In this way employees feel satisfied and more engaged to their work #Schonberger. It includes both private and govt.%&'&-.*++'. Re$earc# o'(ective: he objective of the research is to find out the relationship between employee engagement and reward programs in banking sector of (akistan. /%= . his organizational performance will automatically improve #.eward programs have significant impact on employee engagement. the actual response rate was '?@. %&&<-.iketta. he population of the study comprises of %>+ employees from banking sector of 6kara and 7epalpur. So.eward programs have no significant impact on employee engagement. he respondents were both male and female.2oreover. %1+ :uestionnaires were returned. he whole procedure was completed within *+ days. and their ages were between %' to <>. he statistical package for social sciences (rogram was used for the analysis. he :uestionnaire consists of two parts= first part consists of demographics related to employees and second part consists of research related variables. Another research indicates that employees are concerned about how they were paid means bonuses and rewards are either given on merits or not and what is the procedure of giving rewards to employees #Scott. $ikert scale ranking was used in which > is the greatest degree of agreement and % is the lowest degree of agreement. All the :uestionnaires were distributed personally among all employees and each and every point was e"plained to them for their convenience. banks situated in district okara and depalpur.monetary or monetary. organizational commitment and performance are linked with each other. 3owbin and 2c2ullen. financial or non financial. As an employee is more commited and engaged. *++*-.ewards should be non. Re$earc# Met#odo%o&!: he primary data used in the study was collected from the employees of banking sector situated in district okara and depalpur through :uestionnaire. Met#odo%o&!: .

Findin&$ and Di$cu$$ion: he following are the results of study e"plained in table related to gender fre:uencies. his study will help the employees and employers of banking sector. actual response rate was '?@.urthermore. .(rimary data used in the study was gathered through :uestionnaire. Gender Fre/uenc! +a%id Ma%e Fe)a% e Tota% .30 Percent 42530 . %>+ :uestionnaires were distributed out of which %1+ were returned.1510 .Ori&ina%it!: his study will contribute to the literature of /. eam work.1510 . Aorrelation 8 regression was used to analyze the result of the study.0050 Cu)u%ative Percent 42530 . Re$u%t$: W#ere are t#e re$u%t$* +a%ue. So. .0050 .2 by analyzing the different factors related to job engagement and related variables. $eadership behavior. -e! Word$: )ob engagement. devotion and commitment. Ta'%e . Practica% I)"%e)entation: his study will enable the employers to achieve organizational goals and objectives through high level of employee interest. )ob satisfaction.eward programs.0050 +a%id Percent 42530 . level of job satisfaction among employees is also tested in this study. 2ale workers are more than female.01 23 .

eferences Aonclusions .ry to be more clear and this is not a complete articles where are the other test which were to applyB .