Management and Administrative Sciences Review www.absronline.

org/masr
ISSN: 2308-1368
Volume: 2, Issue: 5, Pages: 431-442 (2013)
© 2013 Academy of Business & Scientific Research

 Research Paper
The Impact of Rewards on Employee’s Job Performance and Job
Satisfaction

Zeeshan Fareed1*, Zain Ul Abidan2, Farrukh Shahzad3, Umm-e-Amen4, and Rab Nawaz Lodhi5

1. MS Scholar, Department of Management Sciences, CIIT, Sahiwal, Pakistan

2. MBA, Department of Management Sciences, University of Education, Okara Campus, Pakistan
3&4. B.Com (Hons.), Hailey College of Commerce, Punjab University, Lahore, Pakistan
5. Lecturer, Department of Management Sciences, CIIT, Sahiwal, Pakistan

Now a day’s all firms or business entities are facing so many issues related to employee’s
job performance and employee’s job satisfaction. Rewards have much impact on
employees, which increase the level of job performance and job satisfaction. Many studies
are conducted in the past to check the impact of rewards. This study will examine the
impact of rewards on employee’s job performance and job satisfaction in
telecommunication sector of Okara city, Pakistan. Questionnaire is used as instrument
and 100 questionnaires were used to check the respondent’s opinion. The frequency test,
descriptive analysis, correlation and multiple regression tests were applied for data
analysis. This study concludes that there is positive relationship between rewards
(extrinsic and intrinsic) and employee’s job performance and job satisfaction. Most of the
organizations implement rewards system to increase the job performance and job
satisfaction.

Keywords: Extrinsic rewards; Intrinsic rewards; job performance; Job satisfaction;

INTRODUCTION
There is so much changing occurring in the goals and good effort depends on rewards. In
business world and every business entity or other words we can say that good rewards are
organization has much relay on employee‟s good most important way to engage the employees with
performance. Rewards are considered an their work and with their organization.
important tool to check the employee‟s
According to Schuler and Jackson (1996), the
performance. Management use rewards for
connection and relationship between rewards,
employees motivation. So we can say that
motivation and job satisfaction of employees have
attractive reward system attract new employees
much significance to success of both public and
for organization and motivate existing employees
private sectors. Employees want to get both types
to perform high levels. Employee‟s good work is
of rewards means financial and nonfinancial
necessary to achieve the organizational goals.
rewards. Some employees prefer the financial
Employees give their good efforts for achieving

*Corresponding author: Zeeshan Fareed,

MS Scholar, Department of Management Sciences,
COMSATS Institute of Information Technology, Sahiwal, Pakistan.
E-Mail: zeeshanfareed@hotmail.com, Phone: +92-344-8484-855
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Impact of Rewards System on Employee’s Job Performance & Satisfaction
rewards and other are nonfinancial rewards that
opportunity to take an important tasks and
projects, attention and encouragement of
leadership. In this way employees feel that they
are being valued by the employers and also feel
that the company is seriously involved in
employee‟s career and development. So these
rewards contribute to improve the satisfaction
level of workers (Dewhurst, 2010).
According to La Belle (2005), different employees
have different needs about rewards. Some
employees consider cash is sufficient to fulfill their
needs and some others wants to material
incentives like car, house, and some prefer
holidays and some prefer nonmaterial incentives.
Public sector employees much prefer extrinsic
factors then intrinsic factors, such as pay, as more
important than private sector employees (Maidani,
1991). These two basic rewards (financial and
nonfinancial) can be utilized positively to increase
the performance of employees. Financial reward
mostly consist on pay for performance such as job
promotion, bonus, commission, gifts etc. and
nonfinancial rewards mostly consist on social
recognition, appreciation, work kind condition,
meaning full work responsibility etc. (Luthans,
2000). According to Neckermann and Kosfeld
(2008), nonfinancial rewards also called non-
material awards.
 The impact of intrinsic and extrinsic rewards
on employee‟s performance.
 Rewards increase your overall satisfaction on
the job.
So the objectives of this research article is to find
the impact of rewards on employee‟s job
performance and employee‟s job satisfaction in
telecommunication sector of Pakistan and target
employees relates to PTCL and cellular companies
like Ufone, Telenor, Warid, Zong, Mobilink jazz
from Okara city. Both the objective consists on two
separate models that discussed in the later portion
of this study.
LITERATURE REVIEW
Rewards have two broad types; extrinsic and
intrinsic rewards are also called financial and
nonfinancial rewards and these rewards further
Research Paper
divided in so many sub categories. Extrinsic
rewards relates to financial rewards or cash related
like formal recognition, fringe benefits, incentive
type payments, pay, promotion and intrinsic
relates to nonfinancial or non-cash rewards like
achievement, accomplishment feelings,
recognition, job satisfaction and growth (Clifford,
1985). Today world balance between employee‟s
commitment and performance for the organization
is much necessary and rewards are most important
tool for employee‟s commitment, job satisfaction,
and motivation and employees good performance.
Kalleberg, (1977) explained rewards consist on
benefits that employees receive in exchange of
their work during the job. According to Wang
(2004), in so many organization rewards plays so
many roles in sustaining and creating commitment
among employees for good performance and that
better performance leads to job satisfaction.
When employees achieved their desire results
from job so that of desired achievement is called
job satisfaction (Brief & weiss, 2002).
Ali & Ahmad, (2009) investigated that there is
positive relationship between “recognition and
reward”, “motivation and satisfaction”. They
stated that if reward and recognition are given to
employee then there is a huge change in their
motivation and satisfaction.
The study conducted to check the relationship
between rewards and employee‟s performance in
cement industry of Pakistan. They use these
variables employees‟ performance, job description,
extrinsic reward, intrinsic reward, gender
discrimination, and environment; recondition
techniques, and performance bonus. They used
five cement companies, questionnaire was used for
data collection, and Total two hundred
questionnaires were randomly distributed among
the employees of cement industry in Khyber
Pakhtoonkhawa Province of Pakistan. The results
revealed that there is a direct relation between
reward system and employee‟s performance
(Qureshi, Zaman, & Shah, 2010).
Jehanzeb et al. (2012) also explained the
relationship of rewards, motivation and job
satisfaction in banking sector of Saudi Arabia. In
this study it has been found that employees of
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Manag. Adm. Sci. Rev.
ISSN: 2308-1368
Volume: 2, Issue: 5, Pages: 431-442
banking sector give more importance to financial
rewards and economic rewards.
Danish & Usman, (2010) explained the impact of
rewards and recognition on job satisfaction as well
as motivation of employees of the organization. In
this study, analysis shows close relationship
between several dimensions of work motivation
and job satisfaction with relationship of financial
and non-financial rewards.
Rafique et al. (2012) explained the relationship of
intrinsic and extrinsic rewards on employee‟s job
satisfaction. In his study use five point likert scale
and cronbach‟s alpha of, intrinsic rewards are .799
and for extrinsic rewards are .716. All the data
collection for conducting of this study relates to
telecommunication sector of Pakistan.
Serwar & abugre, (2013) analyzed that rewards
influence on job satisfaction on employees in the
service industry or hospitality type industry.
Rewards have positive influence on worker
performance in organization because rewards
increase the work efficiency of workers of the
organization (Ajila & Abiola, 2004).
Rewards and motivation of employees have
positive relationship with each other; a study is
conducted on commercial bank of Sri Lanka Plc, in
Jaffna District by (Pratheepkanth, 2011). According
to Mishra and Dixit (2013), financial and non-
financial rewards and benefits are highly
correlated with employee‟s motivation in an
organization rewards system. Because of positive
relationship of between rewards and motivation
also increase the job satisfaction of workers. Job
satisfaction leads to success and feelings of
achievement during the job. Also linked increase
productivity, increase worker‟s efforts on job and
leads to happiness enthusiasm, feeling of
fulfillment (Kaliski, 2007).
Rewards promote happiness and job satisfaction
investigated in his research study by (Boehm &
Lyubomirsky, 2008).
Intrinsic and extrinsic rewards are determinants
work satisfaction (Clifford, 1985). According to
Andrew & Kent (2004), explained in his research
all the employees revolve around the rewards and
recognition so the both aspects have much
importance for employees. Good reward system
help to retain high performers in the firm so
rewards must be fulfill the high performer‟s
feelings (Carraher, Gibson, & Buckley, 2006).
Bishop (1987) explained that pay relates to
productivity and reward system relate to size of
the firm.
Monetary and nonmonetary rewards motivate the
workers of any organization and these rewards
also resulted in higher growth and productivity
(Reio & Callahon, 2004).
DEVELOPMENT OF HYPOTHESIS
The following hypothesis can be formulated on the
basis of literature review.
Ho: There is no direct relationship between extrinsic
rewards and employee’s job performance.
H1: There is direct relationship between extrinsic
rewards and employee’s job performance.
Ho: There is no direct relationship between intrinsic
rewards and employee’s job performance.
H2: There is direct relationship between intrinsic
rewards and employee’s job performance.
Ho: There is no direct relationship between extrinsic
rewards and employee’s job satisfaction.
H3: There is direct relationship between extrinsic
rewards and employee’s job satisfaction.
Ho: There is no direct relationship between intrinsic
rewards and employee’s job satisfaction.
H4: There is direct relationship between intrinsic
rewards and employee’s job satisfaction.
METHODOLOGY AND RESEARCH FRAME
WORK
The current portion presents the methodology use
in this study and justification for use of research
approach. This study purely adopts quantitative
research approach. Population of interest consists
on telecommunication sector and primary data
collection method is used for this study. There is
necessary ethical protocol followed in this research
study.
Questionnaire used as instrument for data
collection. A five point likert scale (1 use for vary
Fareed et al.
Impact of Rewards System on Employee’s Job Performance & Satisfaction
dissatisfied 2 use dissatisfied 3 use for neutral 4
use for satisfied 5 use for vary satisfied) is used to
measure the willingness of respondents. A sample
of 100 respondents was used and Okara city was
taken as population (worker and employees relates
to Okara city PTCL and cellular companies like
jazz, ufone, Telenor, warid & Zong). SPSS version
16.0 was used to analyze the data. Descriptive
analysis, multiple regression analysis, correlation
tests applied to check the hypothesis of the study.
Indentification of Variables
This study use rewards as an independent variable
and these rewards consist of two main types‟
extrinsic rewards and intrinsic reward. So extrinsic
rewards includes bonus, lunch, work tools, car
benefit, housing, private office room, flexible office
hours, free medical, relaxation room, free tickets
and intrinsic rewards includes well aware, right,
opportunity, recognition, my development,
importance, opinions, grow, quality work,
appreciated. Study involves employee‟s job
performance and employee‟s job satisfaction as
dependent variables.
Research Model
First Model
1st model shows the impact of extrinsic and
intrinsic rewards on employee‟s job performance.
Insert Figure 1: Showing Model 1
Second Model
2nd model shows the impact of extrinsic and
intrinsic rewards on employee‟s job Satisfaction.
Insert Figure 2: Showing Model 2
EMPIRICAL RESULTS AND FINDING
In this portion of study some important statistical
methods are used for purpose of data analysis so
this portion consist on „Frequency analysis‟ ,
„Reliability Statistics‟, „Descriptive Statistics „and
most importantly for correlation and multiple
regressions.
Insert Table 1: Showing Frequency of
Demographic Variables
Demographic consist on gender, age, marital
status, degree name & specialization as shown in
Research Paper
table I. It shows that 57% respondents are males &
42% females. Respondents with respect to age
consist on (fewer than 20) are 24%, (20-24) are 57
%, (25-28) are 12%, and (more than 28) are 7%.
Respondents with respect to marital status consist
on single are 68% & married are 27%. Respondents
with respect to Degree consist on B.com are 42%,
MBA are 29%, M.COM are 5%, MPA 3% and
others are 39%. Respondents with respect to
Specialization consist on finance 21%, marketing
16%, HRM 15%, accounting 6% and others 42%.
Insert Table 2: Showing the Reliability Statistics
Five point likert scale is used to measure the
respondent willingness (1 for vary dissatisfied 2
for dissatisfied 3 for neutral 4 for satisfied 5 for
vary satisfied). No of items was 22 and reliability
of these no of items is .832 as shown in table-II.
Insert Table 3: Showing the Descriptive Statistics
Table 3 shows the descriptive statistics. Dependent
variable “Rewards increase overall satisfaction on
job” having the mean value of 4.03 which mean
that respondents agree with this rewards actually
increase overall satisfaction on job. The other
dependent variable “Rewards increase overall
performance on job” having the mean value of 4.11
which also meant that most of the respondents
agree with that rewards actually increase overall
performance. The independent variable Extrinsic
having the mean value of 3.51 which states that
most of the respondents are agree with the
extrinsic rewards increase the performance and
satisfaction on the job. And the other independent
variable Intrinsic have mean 3.87 which describes
that intrinsic rewards also increase the
performance and satisfaction on the job.
Insert Table 4: Showing the Correlations analysis
of Model-1
Correlation table shows that the extrinsic rewards
having the week positive relationship (+.2) with
employees job performance and sig value .023<.05,
so our null hypothesis is rejected and our
alternative hypothesis is accepted at .05 level of
significant. Intrinsic rewards having the moderate
positive relationship (+.5) with employee‟s job
performance and having sig value .000<.01, so our
null hypothesis is rejected and our alternative
hypothesis is accepted at .01 level of significant.
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Manag. Adm. Sci. Rev.
ISSN: 2308-1368
Volume: 2, Issue: 5, Pages: 431-442
Insert Table 5: Showing the Correlations analysis
of Model-2
Correlation table shows that the extrinsic rewards
having the week positive relationship (+.2) with
employees job satisfaction and sig value .01<.05, so
our null hypothesis is rejected and our alternative
hypothesis is accepted at .05 level of significant.
Intrinsic rewards having the moderate positive
relationship (+.4) with employee‟s job satisfaction
and sig value .000<.01, so our null hypothesis is
rejected and our alternative hypothesis is accepted
at .01 level of significant.
Insert Table 6: Showing Model-1 Summary
Above table shows the value of adjusted R square
.251 which mean that 25.1% explained the change
in dependent variable due to independent
variables.
Insert Table 7: Showing Model-2 Summary
Above table shows the value of adjusted R square
.175 which mean that 17.5% explained the change
in dependent variable due to independent
variables.
Insert Table 8: Showing Model-1 ANOVAa
Anova table shows the significant value .000 which
means that our model-I is overall statistically
significant.
Insert Table 9: Showing Model-2 ANOVAb
Anova table shows the significant value .000 which
means that our model-II is overall statistically
significant.
Insert Table 10: Showing Model-1 Coefficientsa
Above table shows the beta coefficients values of
extrinsic and intrinsic rewards which is .05 and .49
respectively. Which means that there is one unit
change in our independent variable extrinsic
reward may cause the change in dependent
variable .05 units. And there is one unit change in
our independent variable intrinsic reward may
cause the change in dependent variable .493 units.
Insert Table 11: Showing Model-2 Coefficientsb
Above table shows the beta coefficients values of
extrinsic and intrinsic rewards which is .126 and
.387 respectively. Which means that there is one
unit change in our independent variable extrinsic
reward may cause the change in dependent
variable .126 units. And there is one unit change in
our independent variable intrinsic reward may
cause the change in dependent variable .378 units.
Insert Table 12: Showing Hypothesis Results
CONCLUSION
The importance of reward in any organization is
very cruiser for the employee‟s job performance
and employee‟s job satisfaction. It is natural
process that human performance and satisfaction
is based on motivation and motivation can be
increased with rewards. This study proves the
hypothesis that extrinsic and intrinsic rewards
positively change the employee‟s job performance
and employee‟s job satisfaction in
telecommunication sector of Okara city Pakistan.
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Manag. Adm. Sci. Rev.
ISSN: 2308-1368
Volume: 2, Issue: 5, Pages: 431-442

APPENDIX

FIGURE & TABLES

Figure 1: Showing Model 1

Extrinsic
Rewards
Employee‟s Job
Performance

Intrinsic
Rewards

Source: Self created by Authors

Figure 2: Showing Model 2

Extrinsic
Rewards
Employee‟s Job
Satisfaction

Intrinsic
Rewards

Source: Self created by Authors

Table 1: Showing the Frequency of Demographic Variables

Variables Frequency Percentage

Fareed et al.
Impact of Rewards System on Employee’s Job Performance & Satisfaction Research Paper

MALE 57 57.0
FEMALE 42 42.0
Gender MISSING 1 1.0
TOTAL 100 100.0

UNDER 20 24 24.0
20-24 57 57.0
Age 25-28 12 12.0
MORE THAN 28 7 7.0
Total 100 100.0

SINGLE 68 68.0
MARRIED 27 27.0
Marital status MISSING 5 5.0
TOTAL 100 100.0

B.COM 42 42.0
MBA 29 29.0
Degree name M.COM 5 5.0
MPA 3 3.0
OTHER 39 39.0
TOTAL 100 100.0

FINANCE 21 21.0
MARKETING 16 16.0
Specialization HRM 15 15.0
ACCOUNTING 6 6.0
OTHER 42 42.0
TOTAL 100 100.0

Table 2: Showing the Reliability Statistics

Cronbatch’s alpha No of Items

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.832 22

Table 3: Showing the Descriptive Statistics

Variables N Mean Std. Deviation
Rewards increase overall satisfaction on job 100 4.03 1.08
Rewards increase overall performance on job 100 4.11 1.04
Extrinsic 100 3.51 .69887
Intrinsic 100 3.87 .69434

Table 4: Showing the Correlations analysis of Model-1

Rewards increase
your overall
performance on
extrinsic intrinsic the job

extrinsic Pearson Correlation 1 .345** .227*

Sig. (2-tailed) .000 .023

N 100 100 100

intrinsic Pearson Correlation .345** 1 .513**

Sig. (2-tailed) .000 .000

N 100 100 100

Rewards increase your overall Pearson Correlation .227* .513** 1

performance on the job Sig. (2-tailed) .023 .000

N 100 100 100

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

*. Correlation is significant at the 0.05 level (2-tailed).

Table 5: Showing the Correlations analysis of Model-2

Fareed et al.
Impact of Rewards System on Employee’s Job Performance & Satisfaction Research Paper

Rewards increase
your overall
satisfaction on the
extrinsic intrinsic job

extrinsic Pearson Correlation 1 .345** .257**

Sig. (2-tailed) .000 .010

N 100 100 100

intrinsic Pearson Correlation .345** 1 .422**

Sig. (2-tailed) .000 .000

N 100 100 100

Rewards increase your overall Pearson Correlation .257** .422** 1

satisfaction on the job Sig. (2-tailed) .010 .000

N 100 100 100

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

Table 6: Showing Model-1 Summary

Std. Error of the

R R Square Adjusted R Square Estimate

.516a .266 .251 .90325

a. Predictors: (Constant), intrinsic, extrinsic

Table 7: Showing Model-2 Summary

Std. Error of the
Model R R Square Adjusted R Square Estimate

1
.438a .192 .175 .98695

a. Predictors: (Constant), intrinsic, extrinsic

Table 8: Showing Model-1 ANOVAa

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Volume: 2, Issue: 5, Pages: 431-442

Model Sum of Squares df Mean Square F Sig.

1 Regression 28.652 2 14.326 17.560 .000a

Residual 79.138 97 .816

Total 107.790 99

a. Predictors: (Constant), intrinsic, extrinsic

b. Dependent Variable: Rewards increase your overall performance on the job

Table 9: Showing Model-2 ANOVAb

Model Sum of Squares df Mean Square F Sig.

1 Regression 22.426 2 11.213 11.511 .000b

Residual 94.484 97 .974

Total 116.910 99

a. Predictors: (Constant), intrinsic, extrinsic

b. Dependent Variable: Rewards increase your overall satisfaction on the job

Table 10: Showing Model-1 Coefficientsa

Standardized
Unstandardized Coefficients Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) .941 .595 1.580 .117

extrinsic .085 .138 .057 .617 .023

intrinsic .741 .139 .493 5.318 .000

a. Dependent Variable: Rewards increase your overall performance on the job

Table 11: Showing Model-2 Coefficientsb

Fareed et al.
Impact of Rewards System on Employee’s Job Performance & Satisfaction Research Paper

Standardized
Unstandardized Coefficients Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) 1.050 .650 1.614 .110

extrinsic .196 .151 .126 1.296 .012

intrinsic .592 .152 .378 3.888 .000

a. Dependent Variable: Rewards increase your overall satisfaction on the job

Table 12: Showing Hypothesis Results

Null Hypothesis P-Value Results

There is no direct relationship between extrinsic rewards Rejected
.023
and employee’s job performance.
There is no direct relationship between intrinsic rewards and Rejected
.000
employee’s job performance.
There is no direct relationship between extrinsic rewards Rejected
.012
and employee’s job satisfaction.
There is no direct relationship between intrinsic rewards and Rejected
.000
employee’s job satisfaction

442