Executive Summary: The Role Organizational Rewards On Employees Motivation

Executive Summary
Motivation refers to forces within person that affect his or her direction,
intensity, and persistence of voluntary behavior Motivated employees are
willing to exert a particular level of effort (intensity) for a certain amount of
time (persistence) toward a particular goal (direction). Every organization
wants to increase motivation of their employees to enhance their
productivity. For that purpose some organizations use rewards which includes
various benefits which are provided by employer these may be monetary or
non monetary and some use other tactics like job design practices to
motivate employees. We are conducting this research to enhance the
academic knowledge in this topic Organizational Rewards and Employees
Motivation.
This study finds out the motivation level of different employees for benefits
and rewards received from their employers in Pakistan. Responses from
users will be received through Questionnaires, Interviews and Observation.
The scope of this research is that it will help organizations management to
learn the ways of improving their services. It will tell them how they can
motivate their employees and what the shortcomings in their operations are.
For that purpose we are supposed to explore banking sector. Our study will
be of exploratory nature. Exploratory study is necessary when some facts are
known, but more information is needed for developing a viable theoretical
framework. Exploratory studies are important for obtaining a good grasp of
the phenomenon of interest and advancing knowledge through subsequent
theory building and hypothesis testing. Qualitative studies where data reveal
some pattern regarding the phenomenon of interest, theories are developed
and hypothesis formulated for subsequent testing.
The role organizational rewards on employees motivation
Page 1
Table of contents
Executive Summary......................................................................1
Introduction................................................................................... 2
Literature Review..........................................................................4
Methodology...............................................................................11
Research Design.........................................................................11
Data Collection and Procedures...................................................12
Data Analysis..............................................................................12
Findings of Study......................................................................... 29
Conclusion and suggestions........................................................29
Appendix..................................................................................... 30
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Introduction
Motivation has been a difficult concept to properly define, because there are
many philosophical orientations toward the nature of human beings and
about what can be known about people (Pinder, 1998). Although Pinder
(1998) provided a definition that nicely accommodates the different
theoretical perspectives that have been brought to bear in the explanation of
work motivation. Work motivation is a set of energetic forces that originates
both within as well as beyond an individuals being, to initiate work-related
motivation, and to determine its direction, intensity, and duration.
So Motivation of employees means the forces within a person that affect his
or her direction, intensity, and persistence of voluntary hard work to achieve
organizational goals . Intrinsic motivation can be defined as an individuals
need to feel competency and pride in something (McCullagh, 2005).
Therefore, athletes who are intrinsically motivated participate in sports for no
apparent reward other than the satisfaction and pleasure they get from the
activity itself. While extrinsic motivation can be defined as performance of an
activity in order to attain some separate outcome (Ryan & Deci, 2000).
Therefore, athletes that are extrinsically motivated participate in sport for
external causes such as rewards, positive feedback, recognition, etc, rather
than for the inherent satisfaction of performing the activity itself (intrinsic
motivation). Results indicate that individuals who are intrinsically motivated
(and or have the two forms of autonomous extrinsic motivation), compared
to those who are controlled by others to perform an activity (extrinsically
motivated) have more interest, excitement, fun, and confidence, which leads
to enhanced performance, creativity, persistence, vigor, general well-being,
and self-esteem, among other benefits (Ryan & Deci, 2000). Therefore, ways
to enhance intrinsic motivation are of the utmost importance for athletes.
In the current scenario the competition in the business markets has been
dramatically increased due to which organizations want more competent and
motivated employees. In the past organizations have armies of supervisors
to closely monitor employees motivation and rewards system. Even if
commitment and trust were low, employees performed their jobs with the
boss watching them closely but most companies thinned their supervisory
ranks when they flattered organizational structure to reduce costs.
Supervisors now have many more employees, so they cant possibly keep a
watchful eye out for laggards. Therefore now organizations want more
motivated employees.
Organizational rewards refer to benefits which organization provides to its
employees it may be monetary rewards or non monetary rewards. Monetary
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rewards include salary increases, profit sharing, stock options, project

bonuses and additional paid vacation time. Non monetary rewards include
employee autonomy, personal recognition, pleasant work environment,
flexible work hours training, new and challenging opportunities and also
momentous trophies. Monetary rewards fulfills the employees basic needs
therefore they are important but non monetary rewards are also very
important because they are more long lasting and less costly for the
organizations.
Research Question:
Introduction shows that now more motivated and satisfied employees are
needed, now the important concern is that how we can satisfy the
employees? Various previous researches shows that employees can be
motivated as well as satisfied by giving those rewards, but only rewards do
not result in satisfaction, it may be due to several other factors. Therefore in
this study we will evaluate,
What is the role of organizational rewards on the motivation level of
employees?
Research Objectives
The main objective of this research is to check how the organizational
benefits and rewards affect the performance and satisfaction of employees.
Some specific objectives are as follows;
This study shows various rewards used by organizations.
This study evaluates the impact of reward system on employee

motivation.
This study is conducted to identify most important organizational

rewards.
This study helps to deliver the theories and models of motivation in the
organization.
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This study helps to demonstrate the motivational approaches existed

in an organization.
Literature Review
Motivation
The term motivation is derived from the Latin word for movement (movere).
Building on this concept, Atkinson defines motivation as the contemporary
(immediate) influence on direction, vigor and persistence of action (1964:
2).
Motivation is the driving force within individuals that drive them
physiologically and psychologically to pursue one or more goals to fulfill their
needs or expectations (Lam & Tang: 2003).
While Campbell and Pritchard (1976), defines motivation as a dependent and
independent set of relationships which explains the amplitude, direction, and
persistence of a behavior holding constant the effects of skills, aptitude, and
understanding of a task and the constraints operating in the work
environment.
Motivation is the desire to achieve beyond expectations, being driven by
internal rather than external factors, and to be involved in a continuous
striving for improvement(Torrington, Hall, Taylor & Atkinson, 2009, p. 276).
Motivation, in the context of work, is a psychological process that results
from the interaction between an employee and the work environment and it
is characterized by a certain level of willingness. The employees are willing
to increase their work effort in order to obtain a specific need or desire that
they hold (Beardwell & Claydon, 2007, p. 491).
Managers can motivate employees through methods such as pay, promotion
and praise. Employees can also motivate themselves by seeking work where
individual goals, needs and wants will be achieved. These two types of
motivation are called intrinsic and extrinsic motivation and are more closely
described as follows: (Armstrong 1988, p. 109).
Intrinsic motivation
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Refers to the motivation that comes from inside an individual. The motivation
is generated trough satisfaction or pleasure that one gets in completing
or even working on a task. Factors that influence on intrinsic motivation
include responsibility, freedom to act, scope to use and develop skills and
abilities, interesting work and opportunities for advancement. These
motivators, which are concerned with the quality of work life, tend to have a
long-term effect since they are inherent in individuals and not imposed from
outside. (Armstrong 1988, p. 109-110).
Extrinsic motivation
It is something that is done to or for people to motivate them. It arises from
factors outside an individual, such as money, grades, criticism or
punishments. These rewards provide satisfaction and pleasure that the
task itself might not provide. An extrinsically motivated person might work
on a task even when they have little interest in it. This type of motivation
usually has an immediate and powerful effect, however it does not tend to
last for long. (Armstrong 1988, p. 109-110)
Theories of Motivation:
Content Theories of Motivation are based on the needs of individuals. These
theories try to explain why the needs of individuals keep changing overtime
and therefore focus on the specific factors that motivate them. In general,
these theories explain motivation as the product of internal drives that
encourage an individual to move towards the satisfaction of individual needs.
Major content theories of motivation are Maslow's hierarchy of needs,
McClelland's learned needs theory, Alderfer's ERG theory and Herzberg's
motivation-hygiene theory from which the firstly mentioned will be
closer discussed. (Beardwell & Claydon, 2007, p. 492).
Maslow's hierarchy of Needs:

It is a theory of personality that identifies five basic need categories:
Physiological needs:
These are basic human needs that are vital for survival. Examples of these
needs are food, water, air and comfort. The organization provides a financial
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reward by paying a salary and this way helps to satisfy employees'

physiological needs.
Safety needs:
These reflect a desire for security and stability. Examples of these needs
include desire for steady employment, health insurance and safe
neighborhoods.
Social needs:
These are the desire for affiliation. They reflect the person' s desire for
love, affection and belonging.These
needs can be fulfilled by the
organization through sport teams, parties and celebrations. The managers
can help to satisfy employees' social needs by showing direct care and
concern for employees.
Esteem needs:
These include the need for things that reflect on personal worth, self-respect and social
recognition. Individuals need to attain a good reputation in a group or strive to increase their
status in the eyes of others are driven by these needs. The organization can help to satisfy
employees' esteem needs by showing workers that their work is appreciated and recognized.
Self-actualization needs:
These are the individuals desire for self-fulfillment and the realization of
doing what he or she has the potential of doing. Assigning tasks that
challenge employees' minds and encouraging their aptitude and training are
examples on how the organization can help fulfill self-actualization
needs. (Beardwell & Claydon, 2007, p. 493).
The basic needs are arranged in a hierarchy where the most basic need
emerges first and the most sophisticated need last. In other words, the
higher-order needs including belonging, esteem, and self-actualization
are not seen important until the lower-order needs which are safety and
physiological are satisfied. Managers should find out what motivates the
employees at each of the levels and develop a reward strategy accordingly.
(Tosi, Rizzo & Carroll, 1994, p. 217 and Beardwell & Claydon, 2007, p. 493).
The goal setting theory of Locke and Latham assumes that human behavior
is governed by goals and ambitions, which lead to the assumption that
an employee with higher goals will do better than an employee with lower
goals. This theory states that there is a positive relationship between goal
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precision, difficulty and performance. Hence, if an employee knows

precisely what he or she is expected to do, that individual will do better than
someone whose goals are vague. Adequate and timely feedback plays an
essential role in the goal setting theory sine it has a the following effect
on the employees:(Beardwell & Claydon, 2007, p. 498).
Increase feelings of achievement
Increase the sense of personal responsibility for the work
Reduce uncertainty
Refine performance
Rewards
The Word rewards state the benefits that workers receive from their
jobs (Kalleberg 1977,Mottaz1988), and significant elements of employee
job attitudes such as organizational commitment and motivation(Steers and
Porter 1991). In any organization, rewards play an important role in
building and sustaining the commitment among employees that ensures
a high standard of performance and workforce constancy (Wang 2004).
According to the individualorganization exchange theme, individuals enter
organizations with specific set of skills, desires and goals, and expect in
return a decent working environment where they can use their skills,
satisfy desires, and attain their goals (Mottaz 1988). Mostly
organizations have increased the substantial improvement by entirely
complying with the organizational strategy by a well-balanced reward and
recognition programs for employee.
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). Lawler (2003) described
that there are two aspects that decide how much a reward is
attractive, the quantity of reward which is provided and the weight age an
employee gives to a specific reward. Employees are certainly closer to their
organizations and perform better job, while they receive healthier
reward and recognition in their organizations. 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. Generally employees job
description and job specification determines rewards to maintain
fairness among employees within an organization and competitive in the
marketplace (Zaini et al. 2009).
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Organizational rewards means all the benefits i.e. financial and nonfinancial that an employee receives through their employment
relationship with an organization (Bratton and Gold 1994,Malhotra et al.
2007).
According to the literature the rewards distinguishes into three main
types that individuals seek from their organization i.e. extrinsic,
intrinsic and social rewards (Williamson et al. 2009).
Extrinsic rewards
These are the physical benefits provided by the organization such as
pay, bonus, fringe benefits and career development opportunities.
Intrinsic rewards
These refer to the rewards that come from the content of the job itself,
and encompass motivational characteristics of the job such as
autonomy, role clarity and training (Hackman and Oldham 1976).
Social rewards
These arise from the interaction with other people on the job and may
include having supportive relationships with supervisor and co-workers.Ali
and Ahmed (2009) established that there is a substantial affiliation between
reward and recognition, and similarly in employee motivation and job
satisfaction. Study exposed that if rewards and recognition offered to
employees then there would be a substantial modification in work motivation
and satisfaction.
Explores past and present attitudes of employees concerning work-related
motivational factors. Understanding the factors that employees consider
Motivating lends insight to the rewards to which they more positively
respond. Compares the results of four motivation surveys conducted in 1946,
1980, 1986 and 1992. The comparisons reveal that employees motivational
preferences vary over time. In addition, the results of the 1992 survey
indicate that the factors that motivate todays workers are more extrinsic
than they used to be. Although employees differ on how they rank these
factors, they overwhelmingly selected good wages as the top motivator. A
good wage is an extrinsic reward with intrinsic potency. On the surface good
wages seem to be purely extrinsic. Yet, at a deeper level, monetary rewards
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communicate what the company values and affect employees emotional

and familial wellbeing(Carolyn Wiley, (University of Tennessee at
Chattanooga, Tennessee, USA)
A well designed and functional reward system is an efficient way to increase
employee work motivation. The appropriate type of reward is
developed in accordance to the company's reward philosophy, strategies
and policy. However, it might be challenging to find the right way to
combine the companys integrated policies and practices together with the
employees contribution, skill and competence. (Armstrong, 1999, p. 569570).
Theoretical Framework
Schematic Diagram for the Theoretical
Framework
Independent Variables
Dependent variable
Bonuses and incentives

Handsome salary packages
Employees Motivation
Promotion opportunities
Working Environment
Working Environment
In this research we take the following variables;

Dependent Variable
Employees Motivation
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Independent Variables

Handsome salary packages
Working Environment
Explanation of the relationship between dependent and

independent variable
The variance in the dependent variable, motivation of employees can be
explained by the five independent variables; Bonus and incentives,
handsome salary package, promotion opportunities, Flexible timings,
Working Environment.
If the employees are given the proper training in this way their motivation
level towards organizations can be increased. With highly motivated
employees organizations can increase their productivity. Different factors
affect the motivation level of employees that includes bonuses and
incentives, handsome salary package, promotion opportunities, flexible
timing, and working environment.
Bonuses and incentives is a very important factor for motivating the
employees within the organization to get high productivity from them. In this
way organizations can increase motivation level of the employees.
Handsome salary packages also affect the motivation level of the individual.
If someone perceives the beneficial and fruitful salary package for himself
then his motivation level be such higher than others.
Promotion opportunities also have great impact on employees, so that
promotion opportunities should be exist in every organization. Because every
employee wants to be grow up in his working field and also status conscious.
If the employees know that promotion opportunities exist within the
organization then they work with their best efforts which are beneficial for
the organization.
Working environment is also very important factor for the employees as well
as good repute of the organizations. If organizations provide friendly working
environment to their employees then employees will perform their duties
with high moral and also will pay their full concentration to their work.
HYPOTHESiS:
Based on the assumed casual relationship given in the conceptual model the
following hypothesis were developed for testing.
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H1:- Higher the employee rewards lead to higher the Employee Motivation
H2:- Lower the employee rewards lead to lower the Employee Motivation
A reward can be defined as an external agent administered when a desired
act or task is performed, that has controlling and informational properties.
While rewards are typically delivered to increase the probability of a
response, they can increase or decrease the probability of an event
occurring, depending on the saliency and direction of the controlling and
informational aspects of the reward. Saliency would refer to the intensity of
either the controlling or informational aspect of the reward. It is what stands
out to you the most. While direction would refer to whether the reward is
perceived as increasing or decreasing the athletes control; and whether the
information is perceived as positive (increasing the athletes competency) or
negative (decreasing the athletes competency). Rewards can come in the
form of verbal rewards (i.e. telling someone good job!), physical rewards
(i.e. a pat on the back), or tangible rewards (i.e. giving someone money,
food, or a medallion), among others. There are 5 basic types of rewards
discussed in the literature as follows (Deci, Koestner, & Ryan, 1999)
Methodology
Sampling Design:
Target population
Target population for this study is the employees of different organizations in different cities of
Punjab.
Characteristics of sample
Our sample includes males and females employees of different ages from different organizations.
They are working on different job status.
Sample Size
100 questionnaires were distributed to employees of different organizations.
Type of sample
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Type of sampling we use is convenient sampling. We visited different organizations to get fulfill
our questionnaires.
Research Design
This research will be taken on the following approaches.
Purpose of Study
Our study will be of exploratory nature. Exploratory study is necessary when
some facts are known, but more information is needed for developing a
viable theoretical framework. Exploratory studies are important for obtaining
a good grasp of the phenomenon of interest and advancing knowledge
through subsequent theory building and hypothesis testing. Qualitative
studies where data reveal some pattern regarding the phenomenon of
interest, theories are developed and hypothesis formulated for subsequent
testing.
Type of investigation
The type of our investigation is causal. When the researcher wants to check
the cause and effect relationship among variables then causal study is called
for.
Study Settings
The study setting for our research is non-contrived. Because it has conducted
in the natural environment of organization where work proceeds normally.
Units of analysis
Because weve to study the behavior of the individuals on the workplace, so
our unit of analysis is individuals.
Time Horizon
The time horizon of the research is the cross sectional because the data is
gathered just once. This kind of time horizon is also called one shot studies.
Data Collection and Procedures

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Our purpose of study is exploratory. So our first concern is with the primary
data. Efforts are made to find out the necessary supportive secondary data
but the major point of emphasis is on primary data.
Questionnaire
Questionnaire was considered as a sophisticated tool for the purpose of
primary data collection. Questionnaire was so designed that it can generate
the required information. Questionnaire was consisting of option choices as
well as the simple question of which the answers were given in hand writing
by the respondents. Personally Administered Questionnaire technique was
used.
Data Analysis
For data analysis we met personally to employees of different organizations
for purpose of questionnaires filling. We spent suffiecient amount of time on
it.
To find the role of rewards on employees motivation we used the regression
analysis and applied Pearson correlation to examine the connection between
variables. In descriptive statistics, we calculated mean and standard
deviation to check the inclination of our respondents.
Frequencies
Statistics
Age
N
Valid
Missing
100
1
Page 14
Age
Minimum
Maximum
Frequency
First
Cumulative
5.9
6.0
6.0
20-30
57
56.4
57.0
63.0
30-40
19
18.8
19.0
82.0
Above 40
18
17.8
18.0
100.0
100
99.0
100.0
1.0
101
100.0
Total
Missing
Valid Percent
Percent
Below 20
Valid
Percent
System
Total
question
about age of respondents. Age is classified into four categories. Statistics is

showing that almost 56.4% of respondents are within category of 20-30
years.
Frequencies
Gender
Statistics
Frequency
Gender
N
Valid
Missing
Percent
Valid Percent
Cumulative
Percent
100
1
Minimum
Maximum
Male
Valid
Female
Total
Missing
Total
System
79
78.2
79.0
79.0
21
20.8
21.0
100.0
100
99.0
100.0
1.0
101
100.0
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Second question is about gender. Gender is classified in two categories, male

and female. Statistics shows that there are more male respondents than
female with percentage of 78.2.
Frequencies:
Statistics
TotalHS
N
Valid
Missing
100
1
5
Minimum
20
Maximum
TotalBI
N
Valid
Missing
Minimum
Maximum
100
1
12
25
Page 16
TotalPO
N
Valid
Missing
100
1
7
Minimum
25
Maximum
TotalWE
N
Valid
Missing
100
1
Minimum
Maximum
20
TotalMotivation
N
Valid
Missing
100
1
Minimum
16
Maximum
25
Above descriptive statistics shows the frequencies of independent variables

and dependent variables . Results show that there is one missing value.
Detailed results are available in appendix section.
Graphs
Page 17
Page 18
On inspecting the above shapes of the histogram we conclude that the

scores are reasonably normally distributed, with most scores occurring in the
centre, tapering out towards the extremes.
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The output from bar graphs is providing quick summary of the distribution of
scores for the groups. The graphs presented above suggests that males had
higher motivation than females on getting organizational rewards.
Correlations
Descriptive Statistics
Mean
Std. Deviation
TotalHS
13.51
3.395
100
TotalBI
18.49
2.970
100
TotalPO
18.78
3.174
100
TotalWE
15.39
2.647
100
TotalMotivation
21.31
2.419
100
Correlations
TotalHS
TotalBI
TotalPO
TotalWE
TotalMotivation
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Pearson Correlation
TotalHS
Sig. (2-tailed)
N
100
Pearson Correlation
TotalBI
TotalWE
-.009
.107
-.158
.001
.928
.290
.115
100
100
100
100
**
.056
.031
.003
.577
.762
**
.297
.001
100
100
100
100
100
-.009
**
.119
.269**
.240
.007
.297
Sig. (2-tailed)
.928
.003
100
100
100
100
100
Pearson Correlation
.107
.056
.119
.345**
Sig. (2-tailed)
.290
.577
.240
100
100
100
100
100
-.158
.031
**
**
Sig. (2-tailed)
.115
.762
.007
.000
100
100
100
100
Pearson Correlation
TotalMotivation
.321
.321**
Sig. (2-tailed)
Pearson Correlation
TotalPO
.269
.000
.345
100
**. Correlation is significant at the 0.01 level (2-tailed).
Results show that there is negative relationship between motivation and

handsome salary with value of -.158. Bonuses and incentives positively
motivate employees with value of .762. Promotion opportunities less
motivates employees with value of .007. Working environment is correlating
at .oo with motivation.
Regression
Descriptive Statistics
Mean
Std. Deviation
TotalMotivation
21.31
2.419
100
TotalHS
13.51
3.395
100
TotalBI
18.49
2.970
100
TotalPO
18.78
3.174
100
TotalWE
15.39
2.647
100
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Correlations
TotalMotivation
Pearson Correlation
TotalBI
TotalPO
TotalWE
TotalMotivation
1.000
-.158
.031
.269
.345
TotalHS
-.158
1.000
.321
-.009
.107
TotalBI
.031
.321
1.000
.297
.056
TotalPO
.269
-.009
.297
1.000
.119
TotalWE
.345
.107
.056
.119
1.000
.058
.381
.003
.000
TotalHS
.058
.001
.464
.145
TotalBI
.381
.001
.001
.289
TotalPO
.003
.464
.001
.120
TotalWE
.000
.145
.289
.120
TotalMotivation
100
100
100
100
100
TotalHS
100
100
100
100
100
TotalBI
100
100
100
100
100
TotalPO
100
100
100
100
100
TotalWE
100
100
100
100
100
TotalMotivation
Sig. (1-tailed)
TotalHS
In Pearson correlation we interpret that there is strong relationship between motivation and
working environment with value of .345. Promotion opportunities less motivate employees
because we find a correlation of .269. Total bonus and incentives and motivation have a good
correlation with value of .381. And same as promotion opportunities and handsome salary have
good relationship with a correlation of .381.
Model Summary
Model
.457
R Square
Adjusted R
Std. Error of
Square
the Estimate
.209
.176
2.197
a. Predictors: (Constant), TotalWE, TotalBI, TotalPO, TotalHS

b. Dependent Variable: TotalMotivation
Page 22
ANOVAa
Model
Sum of Squares
Df
Mean Square
Regression
121.019
30.255
Residual
458.371
95
4.825
Total
579.390
99
Sig.
.000b
6.270
a. Dependent Variable: TotalMotivation

b. Predictors: (Constant), TotalWE, TotalBI, TotalPO, TotalHS
Collinearity Diagnosticsa
Model
Dimension
Eigenvalue
Condition Index
Variance Proportions
(Constant)
TotalHS
TotalBI
TotalPO
TotalWE
4.899
1.000
.00
.00
.00
.00
.00
.049
10.023
.01
.78
.00
.09
.04
.027
13.447
.00
.00
.14
.16
.65
.016
17.539
.00
.20
.67
.61
.01
.009
23.675
.99
.02
.19
.15
.31
Coefficientsa
Model
Unstandardized
Stand
Coefficients
ardize
Sig.
95.0% Confidence
Correlations
Collinearity
Interval for B
Statistics
d
Coeffi
cients
Std.
Error
Beta
Lower
Upper
Zero-
Parti
Bound
Bound
order
al
Part
Toleran
ce
Page 23
VIF
15.08
(Constant)
TotalHS
1
2.067
7.297
.000
10.981
19.188
.049
-.277
-.001
-.158
-.201
-.182
.875
1.143
-.139
.070
-.195
1.998
TotalBI
.006
.083
.007
.071
.944
-.158
.170
.031
.007
.006
.807
1.239
TotalPO
.172
.074
.225 2.326
.022
.025
.318
.269
.232
.212
.887
1.127
TotalWE
.310
.084
.339 3.666
.000
.142
.478
.345
.352
.335
.974
1.027
Statistics shows that there is no possibility of multicollinearity and

relationship with other variables are not high. Because our tolerance values
are more than 0.1. these are .875, .807, .887, 974.
VIF calculations are also showing good relation as all the values are below
10. This is a goog sign .
Charts
Page 24
Normal Probability Plot of the regression standardised residuals are showing

that there are no major deviations from normality.
Page 25
Above scatter plot is showing that there are not much scatterness in values. There are only some
values that are falling outside . mostly are lying in our range because these are less than 3.3 and
above -3.3 and are mostly lying in centre.
Reliability
Handsome salary
Case Processing Summary
N
Valid
Cases
%
100
99.0
1.0
101
100.0
Excluded
Total
a. Listwise deletion based on all variables in the

procedure.
Reliability Statistics
Cronbach's Alpha
N of Items
.753
Item-Total Statistics
Scale Mean if
Scale Variance
Corrected
Cronbach's
Item Deleted
if Item Deleted
Item-Total
Alpha if Item
Correlation
Deleted
You are getting handsome salary packages
10.25
6.169
.723
.592
The salary you are getting is commensurate with
10.28
6.062
.728
.587
9.64
8.879
.246
.838
10.36
6.960
.543
.698
the job you are performing

Good salary is main motivation for me
I am satisfied with my current salary
Table of case processing summary shows that the number of items are
correct. Reliability statistics is showing cronbachs Alpha of .753 which is
above 7. It can be considered reliable.
Page 26
Table of item total statistics shows that corrected total correlation is showing
all values above .3 except .246 which is also near 3 but it is showing that this
item is measuring something different from scale.

N
Valid
Cases
Excludeda
Total
%
100
99.0
1.0
101
100.0

procedure.
Cronbach's
N of Items
Alpha
.467
Scale Mean if
Scale Variance
Corrected
Cronbach's
Item Deleted
if Item Deleted
Item-Total
Alpha if Item
Correlation
Deleted
Bonuses improves your performance
14.50
7.162
.128
.487
All tasks to be accomplished are associated
15.08
6.761
.177
.460
15.22
5.870
.295
.376
14.73
5.431
.423
.276
14.43
6.753
.228
.426
with bonuses and incentives

In the organization bonus scheme is
satisfactory
Money motivates me to exert more effort in my
work
Attractive benefit packages will boost my
motivation to work hard
Page 27
correct. Reliability statistics is showing cronbachs Alpha of .467 which is less
7. It cannot be considered reliable.
few values above .3 . It is showing that this item is measuring something
different from scale.
Promotion Opportunities
N
Valid
Cases
Excludeda
Total
%
100
99.0
1.0
101
100.0

procedure.
Cronbach's Alpha
N of Items
.493
If current organization increase your job
Scale Mean if
Scale Variance Corrected Item-
Cronbach's
Item Deleted
if Item Deleted
Total
Alpha if Item
Correlation
Deleted
14.52
8.959
.077
.533
14.50
8.293
.214
.470
15.31
6.398
.373
.359
Promotion purely depends on performance
15.15
6.715
.296
.418
Promotion opportunities are equally distributed in
15.64
5.950
.371
.356
responsibility with increase in pay scale, you will

accept it
Promotion opportunities motivate me to higher
performance
There are opportunies for promotion in the
organization
the organization
Page 28
Working Environment
N
Valid
Cases
%
100
99.0
1.0
101
100.0
Excluded
Total

procedure.
Cronbach's Alpha
N of Items
.466
A positive working environment is important for
Scale Mean if
Scale Variance
Corrected
Cronbach's
Item Deleted
if Item Deleted
Item-Total
Alpha if Item
Correlation
Deleted
11.36
4.839
.189
.471
11.69
3.832
.389
.256
11.79
4.673
.262
.399
11.33
5.233
.236
.423
me to perform well on my job

I am satisfied with working environment in my
organization
You have the necessary tools, adequate working
space and appropriate equipment to perform
your duties affectively.
Working environment matters a lot in increasing
my performance
Page 29
Motivation
N
Valid
Cases
%
100
99.0
1.0
101
100.0
Excludeda
Total
a. Listwise deletion based on all variables in the procedure.
Cronbach's Alpha
N of Items
.507
Scale Mean if
Scale Variance
Corrected Item-
Cronbach's
Item Deleted
if Item Deleted
Total
Alpha if Item
Correlation
Deleted
Motivation enhance my capabilities
17.06
4.178
.278
.451
Motivation should be encouraged in all
17.00
3.980
.340
.409
I feel motivated when colleagues appreciate me
16.95
4.270
.359
.408
The expectations of others from me make me feel
17.11
3.978
.297
.438
17.12
4.632
.137
.539
organizations
motivated
Incentive, promotion and working environment
motivate me
Page 30
Findings of Study
Limitations
We have less time to investigate
Sample size was small
Some employees dont cooperate with us
Employees were not easily accessible
Some Employees dont provide accurate and satisfactory information
Some employees excuse to give their time
Our research result is based on limited area
Conclusion and suggestions

We have made a very extensive research and have come to this point after analyzing all the data
gathered through questionnaire that most of the employees of different organizations, which we
have surveyed, are de-motivated and dissatisfied with their job. The main reason behind their
motivation, which we have concluded is that employees perceive that their job is interesting but
the monetary and non-monetary rewards which they are receiving are not much sufficient
according to their needs. So therefore all the employees have answered that Yes they feel their
job is interesting and challenging but our rewards should be increased.
Therefore they have said that they are not thinking of ways to get out of work. Moreover they
also perceive that their job is matched with their personality therefore only a few employees have
given answer against it.
Motivation of employees can leads the organization towards success and achievement of vision,
so organizations should introduced such a reward system that can motivate their employees.
Salary packages should be increased according to the nature of job. Other factors such as
working conditions, and promotion opportunities also affects the motivation level of employees,
so banks should also consider these factors as well.
Page 31
Appendix
Questionnaire:
We are students of Bahauddin Zakariya University, MBA 3 rd Semester. Dear survey

participant, we are conducting a research about Role of organizational reward on
employees motivation. Please complete the questionnaire by sharing your honest
opinion and experiences. All the information provided by you will be confidential.
Gender:
(1) Male
(2) Female
Name:.
Age:
(1) Below 20 (2) 20---30
(3) 30---40
(4) above 40
Organization Name:..
Please tick the relevant columns showing scales from Strongly disagree
to Strongly agree.
Statements
Strongl
y
Disagre
e
1
Disagre
e
Neithe
r
Agree
Nor
Disagr
ee
Agre
e
Strongl
y Agree
(Independent
Variables)
Handsome Salary
package
1
2
3
4
You are getting handsome

salary packages
The salary you are getting is
commensurate with the job
you are performing
Good salary is main
motivation for me
I am satisfied with my
current salary
Bonuses and
Incentives
5
Bonuses improves your

performance
Page 32
6
7
8
9
All tasks to be accomplished

are associated with bonuses
and incentives
In the organization bonus
scheme is satisfactory
Money motivates me to exert
more effort in my work
Attractive benefit packages
will boost my motivation to
work hard
Promotion
Opportunities
10
11
12
13
14
If current organization
increase your job
responsibility with increase
in pay scale, you will accept
it
motivate me to higher
performance
There are opportunies for
promotion in the
organization
Promotion purely depends on
performance
Promotion opportunities are
equally distributed in the
organization
Working Environment
15
16
17
18
A positive working
environment is important for
me to perform well on my job
I am satisfied with working
environment in my
organization
You have the necessary
tools, adequate working
space and appropriate
equipment to perform your
duties affectively.
Working environment
matters a lot in increasing
my performance
(Dependent variable)
Page 33
Motivation
19
20
21
22
23
Motivation enhance my
capabilities
Motivation should be
encouraged in all
organizations
I feel motivated when
colleagues appreciate me
The expectations of others
from me make me feel
motivated
Incentive, promotion and
working environment
motivate me
References
Primary Data
UBL Farid town, Sahiwal.
Standard Chartered Bank, Mission Chowk Sahiwal.
Faysal Bank, Sahiwal.
Punjab group of colleges chichawatni.
Punjab group of colleges khanewal.
Aims Technologies Faisalabad.
Govt Model High School Khanewal
Secondary Data
The Effects of External Rewards on Intrinsic Motivation - Practical
Applications, Gabriel Venom Wilson, BSc. (Hons),
CSCS.www.abcbodybuilding.com
Page 34
http://www.mona.uwi.edu/spsw/downloads/coursemat/PS66G/20052006/sem2/meyer_becker_vandenberghe_2004_motivation_and_employee_c
ommi.pdf
Employee Commitment and Motivation: A Conceptual Analysis and
Integrative Model, John P. Meyer, Thomas E. Becker, Christian Vandenberghe
Power rewards: Rewards that really motivate, Dean R. Spitzer
Organizational Behavior and Motivation: Psychological and sociological
insights, William Quisenberry
Motivation (jimmy wales)
Developing a More Empirical1 Approach to Culture, Attitude and Motivation in
Construction Management Research: A critique and a Proposal, John Rooke
Magnetized Target Fusion
A Proof-of-Principle Research Proposal, K. F. Schoenberg and R. E. Siemon
Page 35

Executive Summary: The Role Organizational Rewards On Employees Motivation

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Executive Summary

The role organizational rewards on employees motivation

The role organizational rewards on employees motivation

rewards include salary increases, profit sharing, stock options, project

This study shows various rewards used by organizations.

This study evaluates the impact of reward system on employee

This study is conducted to identify most important organizational

The role organizational rewards on employees motivation

This study helps to demonstrate the motivational approaches existed

The role organizational rewards on employees motivation

Maslow's hierarchy of Needs:

reward by paying a salary and this way helps to satisfy employees'

precision, difficulty and performance. Hence, if an employee knows

communicate what the company values and affect employees emotional

Bonuses and incentives

In this research we take the following variables;

The role organizational rewards on employees motivation

Bonuses and incentives

Explanation of the relationship between dependent and

100 questionnaires were distributed to employees of different organizations.

The role organizational rewards on employees motivation

Data Collection and Procedures

The role organizational rewards on employees motivation

about age of respondents. Age is classified into four categories. Statistics is

The role organizational rewards on employees motivation

Second question is about gender. Gender is classified in two categories, male

The role organizational rewards on employees motivation

Above descriptive statistics shows the frequencies of independent variables

The role organizational rewards on employees motivation

The role organizational rewards on employees motivation

On inspecting the above shapes of the histogram we conclude that the

The role organizational rewards on employees motivation

The role organizational rewards on employees motivation

**. Correlation is significant at the 0.01 level (2-tailed).

Results show that there is negative relationship between motivation and

The role organizational rewards on employees motivation

a. Predictors: (Constant), TotalWE, TotalBI, TotalPO, TotalHS

The role organizational rewards on employees motivation

a. Dependent Variable: TotalMotivation

a. Dependent Variable: TotalMotivation

The role organizational rewards on employees motivation

a. Dependent Variable: TotalMotivation

Statistics shows that there is no possibility of multicollinearity and

The role organizational rewards on employees motivation

Normal Probability Plot of the regression standardised residuals are showing

The role organizational rewards on employees motivation

a. Listwise deletion based on all variables in the

You are getting handsome salary packages

The salary you are getting is commensurate with

the job you are performing

The role organizational rewards on employees motivation

Bonuses and incentives

a. Listwise deletion based on all variables in the

Bonuses improves your performance

All tasks to be accomplished are associated

with bonuses and incentives

The role organizational rewards on employees motivation

a. Listwise deletion based on all variables in the

If current organization increase your job

Scale Variance Corrected Item-

Promotion purely depends on performance

Promotion opportunities are equally distributed in

responsibility with increase in pay scale, you will