JOSE RIZAL MEMORIAL STATE UNIVERSITY

The Premier University in Zamboanga del Norte

Main Campus, Dapitan City

i
COMPENSATION VIS-À-VIS EMPLOYEE PRODUCTIVITY
AMONG BANKING INSTITUTIONS
IN DAPITAN CITY

A Research Proposal
Presented to the Faculty of
College of Business Administration
Jose Rizal Memorial State University
The Premier University in Zamboanga Del Norte
Main Campus, Dapitan City

In Partial Fulfillment
of the Requirements for the degree
Bachelor of Science in Business Administration

Josaphat Tomogon
Richel Acopiado
Daniela Cagandahan
December 2023

ii
 Republic of the Philippines
JOSE RIZAL MEMORIAL STATE UNIVERSITY
The Premier University in Zamboanga del Norte
Main Campus, Dapitan City

COLLEGE OF BUSINESS ADMINISTRATION

CERTIFICATION

This is to certify that JOSAPHAT TOMOGON, RICHEL ACOPIADO,

DANIELA CAGANDAHAN successfully passed the Business Research (Research

Proposal Course) last August – December 2023.

AMIEL B, ANDIAS
Subject Instructor

IN PARTIAL FULLFILMENT of the requirements for the degree Bachelor of

Science in Business Administration, this Proposal entitled has been prepared and

submitted by is hereby recommended for Thesis Writing.

MARIA BLANCA S, SY, DPA, FRIPar, FBE

Chairperson, BSBA Department

iii
 Republic of the Philippines
JOSE RIZAL MEMORIAL STATE UNIVERSITY
The Premier University in Zamboanga del Norte
Main Campus, Dapitan City

COLLEGE OF BUSINESS ADMINISTRATION

APPROVAL SHEET

This Research Study entitled “Compensation vis-à-vis Employee Productivity

among Banking Institutions” prepared and submitted by Josaphat Tomogon, Richel
Acopiado, Daniela Cagandahan in partial fulfillment of the requirement for the degree
of Bachelor of Science in Business Administration has been examined and is
recommended for acceptance and approval for Oral Defense.

AMIEL B. ANDIAS, DPA, DBA

Adviser

PANEL OF EXAMINERS
Approved by the College Research Committee of Oral examination on _________
with rating of ________

LOVELLE P. PALLEGA, Ph. D (CAR)

Chairperson/ CBA Research Coordinator

MARIA BLANCA S. SY, DPA, FRIPar, FBE

Vice Chairman / Chairperson-BSBA Department

JAY A. ROSLINDA, DBA MARICON REINA G. FABIAN, JD, DBA

Member Member

Accepted and approved by the Associate Dean of the College of Business

Administration in partial fulfillment of the requirements for the Degree Bachelor of
Business Administration

ANA FLOR C. ADRIAS.

Associate Dean, College of Business Administration

iv
 Date: ___________________________

ACKNOWLEDGMENT

A profound and deep gratitude to the following people who made this work
possible:

The authors would like to express their gratitude to everyone who helped make
this study possible. We would first want to express our gratitude to the Jose Rizal
Memorial State University, Dapitan Campus for providing us with these opportunities
that enabled us to learn important patience skills, perseverance, collaboration, fortitude,
cooperation, and above all, the never-ending quest for knowledge.

We are also thankful to our family for their continuous encouragement and
understanding during this endeavor. Their support has been a source of strength.

We would like to express my deepest gratitude to our research advisor, Mr. Amiel
Andias for their unwavering guidance and support throughout this research journey. Their
expertise and dedication were instrumental in shaping this thesis.

The Author

v
 DEDICATION

This research is entirely devoted to our cherished parents, who have served as our
inspiration who consistently provide us their moral, spiritual, emotional, and financial
support, who served as an inspiration to us and gave us courage when we felt like giving
up. To our siblings, family members, mentors, close friends, and classmates who spoke
up of guidance and inspiration to do our research.

Last but not least, we gave this book to the Almighty God as a tribute, strength.
mental power. for providing us with safety, knowledge, and a long, healthy life. We all of
these.

Provide to you.

The Researchers

vi
 Table of Contents

Pages

TITLE PAGE ii

APPROVAL SHEET iv

ACKNOWLEDGEMENT vv

DEDICATION vi

LIST OF TABLES

LIST OF FIGURES

Chapter

1 THE PROBLEM AND ITS SCOPE

Introduction 1

Theoretical / Conceptual Framework 5

Schema of the Study 14

Statement of the Problem 15

Hypothesis 16

Significance of the Study 16

Scope and Delimitation of the Study 17

Definition of Terms 17

2 REVIEW OF LITERATURE AND STUDIES

Literature 18

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 Studies 19

3 RESEARCH METHODOLOGY

Method Used 99

Research Environment 99

Respondents of the Study 100

Research Instrument 101

Validation of Instrument 101

Data Gathering Procedure 103

Statistical Treatment of Data 103

REFERENCES 104

APPENDECES

Letter to Gather Date 139

Questionnaires 140

Letter to the Expert 145

CURRICULUM VITAE 148

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 LIST OF FIGURES

Title Page

Schema of the Study

ix
x
 CHAPTER 1

PROBLEM AND ITS SCOPE

Introduction

Compensation according to Anjanarko, Jahroni, (2022), can be seen of as an

organization's way of paying employees back for the services it has provided to them

throughout the course of their work and for the contributions those employees have made

to the organization. Employee rights, a sense of justice, hiring talented workers, keeping

them around, treating them with respect, cost control, following rules set by the

administration, and avoiding conflicts are all goals of compensation. The remuneration

that workers receive for themselves is known as intrinsic compensation, this incentive

typically has a positive value or the employee feeling good about himself and boosts

employee self-esteem at work, giving them a decision-making role, more authority,

discretion, and independence, are intrinsically satisfying for the worker. Direct, indirect,

and nonmonetary compensation are all examples of extrinsic compensation. Basic wage,

overtime pay, bonus, incentives and allowances payments all fall under direct

compensation. Indirect compensation includes things like social security, insurance,

pensions, severance pay, work leave, training, and vacations.

Khailey and Ibrahim (2023) mentioned that compensation means having a pay

system where employees with outstanding performance are compensated more than those

with average performance. The fulfilment that workers experience from their

employment or from their workplace's psychological and physical environment is known

as non-monetary compensation (Hermawan, 2021). A study forwarded the view that

compensation to top workers is given by every organization but very few organizations

use it strategically, the term reward is something that the organization offers to the

employees in response of the work as well as the performance and something which is

desired by employees (Lahkar Das & Baruah, 2013).

Employee productivity According to Massoudi and Hamdi (2017) (sometimes

referred to as workforce productivity) is an assessment of the efficiency of a worker or

group of workers. Productivity may be evaluated in terms of the output of an employee in

a specific period. Typically, the productivity of a given worker will be assessed relative

to an average for employees doing similar work. Each employee in the company has their

own ego, urge for survival, and ambition for growth, they are working towards the

organization's goals while also pursuing individual goals, most people strive to fulfil their

own needs and goals, and that in the end, this process benefits them and the organization

as well (Vijayabanu & Amudha 2012). Because much of the success of any organization

relies upon the productivity of its workforce. According to Hanaysha (2016), employee

productivity is stated as the time an employee spends in carrying out his or her job

responsibilities to attain the objectives outlined in the job description.

Muli (2017) said that employee productivity is also called workforce

productivity, which is the performance evaluation of an employee or group of employees,

it can be evaluated through employee's work results in a certain period. Muli (2017)

added that much of any organization's success relies on the productivity of its workforce

and so this is an important issue to consider for businesses. According to her, it is about

the results achieved, carry out the activities and skills necessary to carry out these

activities for everyone, group or group/department and the organization. Damanhouri and

2
Rana (2017) argued that employee productivity is rarely quantified appropriately and is

frequently confused with other compared terms like efficiency, effectiveness, and

profitability. Lowering productivity are all effects of compensation reduction, employees

that have less job embeddedness may work less productively and feel less connected to

and attached to their existing positions (Iftikhar, et al., 2023). Putra & Mujiati (2022)

pointed that employee productivity and compensation are positively and significantly

correlated, so if the company is providing good compensation, employee productivity

will rise.

Daramola (2019) stated that since people are naturally predisposed to perform

better when they believe that their efforts will result in an adequate reward or return and

conversely. However, Daramola added problems of insufficient motivation also arise

when certain individuals who come into working situations where there are differences in

expectations, behaviors, and perspectives. The study of Rahaman et al., (2023) stated

that the key aspect of a firm's success is employee performance within the banking sector.

Over the years, the whole banking institutions has been expanding substantially and its

effectiveness is dependent on employees' work. In this highly competitive market, the top

priority for banks is to delight clients, so they must do their best to provide excellent

customer service. Well-behaved bankers are more likely to provide customers with

exceptional service, resulting in higher customer satisfaction, engagement, and loyalty.

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In view of the competitive environment of the present times, banks are struggling hard to

retain their motivated and competitive workforce. This is due to lacking several factors,

such as competitive compensation packages and employee growth opportunities (Rashid

et al., 2020). Compensation is currently suspected that it could also be an obstacle to

increase employee productivity. This study will show or prove that effective

compensation is a tool for improving or enhancing employee productivity. In the hopes

that this results to a better employee performance in the institution or justify if higher

compensation results in higher productivity among Banking Institutions.

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Theoretical/Conceptual Framework

This study is anchored to the Analysis of the Role of Experience, Ability and

Motivation on Employee Performance of Sinambela et al. (2020) cited in the study of

Anjanarko, Jahroni (2022) entitled The Effect of Workload and Compensation on

Employee Productivity. Employee work productivity can rise if they receive

compensation, which inspires enthusiasm for their jobs since they also receive additional

income from the company in addition to their base salary, moreover the researchers will

anchor the variables utilized by Anjanarko and Jahroni (2022) that employee

compensation has four indicators, namely: wages and salaries, justice, loyalty, and

rewards. Employee Productivity on the other hand, is anchored to The Consequence of

Work Environment on Employees Productivity of Massoudi and Hamdi (2017). A model

employee that seems perfectly productive can turn out to be the worst offenders, a survey

which indicates that companies are beginning to realize this and are starting to allocate

resources for performance management, which focuses on the performance of the

employees and ensuring their outputs aligns with the organization’s goals (Massoudi &

Hamdi, 2017). According to them factors affecting the employee’s productivity at the

workplace are as follows: Interpersonal relationships, job assignment, overtime duty,

and extended work.

Wages and salaries, which are the way the company provides repayment to

employees for the effort, sacrifices and hard work done to increase the company's

productivity (Anjanarko & Jahroni, 2022). This represents the compensation paid by

employees based on work agreements, agreements, or legal regulations (Hutajulu &

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Khomsiyah, 2023). According to Sule and Iyabo (2014), it is the primary driver of

employee motivation and the reason most people take on paid employment in order to

make a livelihood. Basic research has shown that financial incentives, such as salary and

bonuses, among other things, have a positive effect on employees' performance; yet, in

order to maintain committed, inspired, and engaged employees, recognition is required

(Sahibzada & Pandya, 2022). Wages and salary have a significant influence on an

employee's performance and productivity, and as a result, workers are more productive,

claim Nagaraju and Pooja (2017). Research on the effect of motivation on staff retention

was conducted by Faustina (2012) at Standard Chartered Bank Limited in Ghana. The

study's findings indicate that, among bank employees, motivating elements like pay and

perks were deemed most significant, followed by coworker relationships and job security.

According to Wolor et al. (2019), justice is the community's understanding of

rights and justice inside an organization is demonstrated by fairness in the results people

receive, the ways in which those results are distributed, and the treatment they receive

while employed there. According to Ardian et al. (2023), the primary concern with

compensation justice is how employees perceive their pay to be allocated; the more fairly

they are perceived to be compensated, the more of an impact this has on their

performance and productivity. According to Supandi (2020) and Kusmeri (2018), fair

remuneration has a major and favorable impact on worker performance. Compensation

consists of "all forms of financial returns and tangible services and benefits employees

receive as part of an employment relationship”.

According to (Ghosh et al., 2014), workers who feel they are not receiving fair

treatment may have low job satisfaction and look for alternative employment with

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another company in an effort to get justice because of unreasonable relational treatment

or unfair processes. Every event, action, or decision is evaluated in light of an individual's

perceptions of the verdict, as well as their values or the normative framework in

connection to those perceptions, to determine if the choice was fair or unfair. They

continued by saying that since individuals are social beings, companies need to provide

spaces that encourage employee engagement. Furthermore, as research has shown,

fairness is a crucial component of the many kinds of transactions that occur between

individuals at work.

According to Turkyilmaz et al. (2011), loyalty is a psychological condition that

characterizes a worker's connection with their employer and influences their decision to

remain with the firm. According to Khan et al. (2011), loyalty is another organizational

citizenship practice that shows workers' commitment to their company by showing

interest in it. They contend that loyalty is contingent on employee satisfaction, with

contented workers being more devoted than disgruntled ones. When someone is loyal,

they enjoy their organization and do not find fault with it. Employees have a tendency to

stay with their current employer; if they work for a company that offers them adequate

benefits, their loyalty to the employer will be even stronger, which will increase their

motivation to complete their work more diligently (Ikhram & Sudjatno, 2017).

Although there are a number of antecedents to employee loyalty, including

employee engagement, self-efficacy, compensation, and employee happiness, Abror et al.

(2020) noted that loyalty is not a quick fix. This suggests that increasing employee

happiness and loyalty might result from effectively implementing these traits (Sekyi et

al., 2020). Hartoyo et al. (2023) believe that an organization's ability to accomplish its

7
pre-established goals is positively correlated with the level of employee loyalty within

that organization. According to Rajput et al. (2016), in order for the banking sector to

effectively retain its workforce, it must guarantee a positive work environment, high staff

credentials, job satisfaction, enhanced supervisor assistance, and employee teamwork.

They found that an organization's incentive program has a significant impact on raising

worker job happiness; better employee job satisfaction and incentives lead to higher sales

organization productivity.

Rewards include monetary compensation in any form as well as material

advantages and services that employees get as a condition of their job. A reward is an

advantage that comes from completing an assignment, offering a service, or fulfilling a

duty (Edirisooriya, 2014). According to Kwenin et al. (2013), employee awards are

significant since they leave a lasting effect on workers and continue to show that they

understand how valuable they are to the company they work for. Moreover, they contend

that workers assess the caliber of their job according to the inherent fulfilment and

benefits they personally derive from it. For workers to understand how important they are

to the company, they need to be inspired and given incentives. Employee retention and

turnover will rise as a result of their encouragement to contribute to the company's

capacity.

Reward is the primary human resource management benefit that employees

receive in exchange for their services. Pay for those who perform very well at work ought

to be tied to their achievements. Hardworking employees desire a fair compensation that

satisfies their needs. They feel valued when they receive a fair wage, therefore they

expect to be compensated for their work because they want their contributions to be

8
acknowledged (Yousaf et al., 2014). Extrinsic, intrinsic, and social incentives are the

three primary categories of benefits that people look for from their organizations,

according to the research (Jehanzeb et al., 2012). The emergence of new private banks

has increased competition in the banking sector, according to Shabbir and Ahmed (2017).

They discovered that banks, while keeping an eye on market developments, provide

comparable pay and other perks to their competitor banks' employees. In the present

climate, banks must provide rewards to their competent workers in order to remain afloat.

Interactions between coworkers or supervisors and employees are facilitated by

interpersonal relationships in the workplace today. These connections are a normal

aspect of the workplace and can occasionally be stressful and frustrating, but they are

also often amicable and creative (Nwinyokpugi & Omunakwe, 2019). Workplace

connections are distinct forms of interpersonal interactions that carry significant

consequences for both the individuals involved and the organizations in which they arise.

Prior research on interpersonal connections has demonstrated that work relationships

have a direct impact on employees' productivity and capacity to work, which in turn has

an impact on employee satisfaction. client contentment (Mamta and Harges, 2013).

Kayley (2017) asserts that the growth of strong interpersonal ties also fosters process

innovation. Strong interpersonal ties therefore promote creativity and productivity. The

quality of interpersonal interactions at work has a significant impact on employee

productivity in any given organization.

Members or employees must communicate effectively with superiors,

subordinates, and coworkers inside the organization, according to Omunakwe et al.

9
(2018). Their degree of productivity and survival will depend on how they deal with

clients, vendors, and members of the public outside of the company's main activities.

Employee behavior has been linked to corporate performance in prior research on

interpersonal interactions as organization's productivity and efficiency are more strongly

impacted by the density of relationships within it. Furthermore, relationships are formed,

nourished, preserved, and developed, according to (Obakpolo, 2015). It emerges at the

level of epistemic interactions and is fostered both by friendship and by affiliation. It is

crucial to stress that relationships are the rungs on the ladder to success or failure, and as

such, they need to be carefully handled. Interpersonal interactions are social relationships

between two or more individuals; therefore, social work is necessary since this does not

happen by accident.

Job assignment if based on competencies is an optimization problem that mainly

depends on subjective knowledge about the required competencies (kind and degree), as

well as knowledge laced with uncertainty, such as the assessment of the competencies

held by a specific actor (Guillaume et al., 2014). Despite the fact that job assignments

usually have positive effects on workplace performance behaviors and career progress,

Carette et al. (2013) state that the majority of research examining the developmental

effects of job challenge has been conducted with workers who are in their early careers.

When workers gain experience and enter their mid-career, their desire for a demanding

job becomes less pressing and creates more time for them to fulfil their own interests and

duties to friends and family. According to Baptista et al. (2012), companies and

employees should be able to choose the outcomes of each individual worker-job match,

which is why individuals should be assigned to positions in the economy. That being

10
said, knowledge is often lacking. After that, workers may be matched with employment

or assigned to vocations by screening and signaling techniques. They then learn that job

assignments are used by employers to assess candidates' abilities.

When sorted for promotion purposes, the nature of the job assignment

consistently affects the informational value of several performance metrics. If the tasks of

the current job and the next job are not very different, then mastering the current job also

indicates the likelihood of performing well in the next job. The productivity of the

present job therefore tells us a lot about the potential of the future one. However, as soon

as the tasks start to vary at different levels of hierarchy, the productivity of the present

job becomes less relevant since the worker's capacity to manage the current job varies

less than their capacity to do well in the subsequent position (Grabner, 2013). According

to Brunner and Kuhn (2010), cohort pay effects can be explained in part by the original

job assignment. However, we have also demonstrated that when switching jobs, a portion

of the initial pay increase that comes with entering the labor market under favorable

conditions is lost.

One way to describe overtime duty is as a way to address and compensate for

equipment or staffing shortages or delays that occur during peak travel hours. According

to the contract, overtime is any time an employee spends executing their job at a place of

business or residence beyond regular business hours. Conversely, overtime is defined as

any additional time they work beyond these hours (Al-Hakim et al., 2017). Yamada,

(2013) and Thabit et al., (2016) mentioned that there are three points for that: First, the

employee takes overtime to attract attention of organization and manger to occupy a new

position better than his current one. Second, the employee takes overtime to prove

11
himself and improve his abilities and experiences for doing work in organization. Third,

the employee works overtime to obtain a high score in organization evaluation and make

a good positive impression for the managers.

The following are some benefits and drawbacks of overtime work, according

Simeonova et al. (2017): The primary motivation is money. Therefore, overtime

increases an employee's pay significantly. It also provides experience and flexibility,

particularly during peak work hours when additional personnel are not needed.

Allowing employees to work in multiple locations and departments within the

organisation increases productivity and efficiency, which in turn helps employees

focus more intently on their work within the organisation. Allowing employees to

deal with a variety of situations and avoid looking for other jobs outside the

organisation. Lastly, increasing capacity of the employees to endure the long working

hours. According to Yang et al. (2019), prior research has shown that significant

overtime is required and frequently imposed by supervisors without prior notice. In

addition, working overtime has been linked to a lower incidence of work-life conflict,

job burnout, fatigue, depression, and stress in recent times, and a few studies have

found a connection between these factors and overtime. As a result, it's crucial to

remember that, despite this, subjective well-being was still vulnerable to unique life

experiences and viewpoints, which may have an impact on how it related to job

characteristics.

Extended work is a compressed work week, which is described as "any

system of set working hours longer than eight hours in duration which results in a

working week of less than five full days of work a week" (Keller, 2009). " Working

12
longer hours might potentially reduce the likelihood of job-related injuries since it

reduces the amount of time employees have for rest and recovery while they work

less hours overall. Poorer cognitive functioning may ensue from the ensuing tiredness

(Ah, 2021). However, Bonzini et al. (2023) suggested that in order to ensure a

worker's well-being and productivity, it is imperative to identify the consequences of

extended exposure to unfavorable working circumstances and to develop effective

treatments to reduce cognitive ageing and increase worker productivity. Organizations

have always struggled with employee happiness, and managing the person-

organization interaction is crucial to increasing productivity and developing human

capital (Ah, 2021).

According to Pranjic et al. (2023), extended work might have negative effects

such elevated stress levels, exhaustion, disturbed sleep patterns, erratic eating habits,

and inactivity. They went on to say that research has linked longer workweeks and

overtime to a higher risk of stress and worse levels of job satisfaction. Perhaps

because they haven't realized the huge opportunity that is in front of them, not many

practices have prioritized employee happiness (Khalid & Qureshi, 2012).

Additionally, the causes of extended hours of work may vary throughout nations and

areas, which might alter the correlation between longer workdays and better health.

Extended work hours are probably a more free decision in nations with strong social

security and minimum wages than in those where employees are forced to work

longer hours out of need for money. Ah identified payroll data as the gold standard

for calculating working hours (Ah, 2021).

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Figure 1 Schema of the Study. The diagram below shows the independent and dependent
variable of the study as well as the type of business organization in which our research is
being examined. The rectangular figure represents the organization where our study
focuses into, Banking Institutions. The figure connected on the left side of the
organization is the Independent Variable, Employee Compensation containing its
descriptors below are Wages and Salaries, Justice, Loyalty and Rewards. The right side
of the organization is the Dependent Variable, Employee Productivity with its descriptors
below – Interpersonal Relationship, Job Assignment, Extended work and Overtime Duty.

BANKING INSTITUTION

COMPENSATION EMPLOYEE
PRODUCTIVITY

Wages & Salaries Interpersonal Relationship

Justice Job Assignment
Loyalty Extended Work
Rewards Overtime Duty

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 Statement of the Problem

This study looked into the compensation visa-a-vis employee productivity among

the banking institutions in the Dapitan City.

It sought to the answer to the following questions:

1. What is preferences profile of respondents in terms of:

1.1 Age

1.2 Civil Status

1.3 Gender

1.4 Educational qualifications

1.5 Job title

1.6 Length of service

2. What is the Compensation in terms of:

2.1 Wages and Salaries

2.2 Justice

2.3 Loyalty

2.4 Rewards

3. What is the employee productivity in terms of:

3.1 Interpersonal relationships

3.2 Job satisfaction

3.3 Overtime Duty

3.4 Extended work

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 4. Is there a significant relationship on the compensation and employee

productivity among Banking Industry when grouped according to

profile?

Hypothesis

HO1: There is no significant difference between compensation and employee

productivity among Banking Institutions when grouped according to profile.

HO2: There is a significant relationship on compensation and employee productivity

among Banking Institutions when grouped according to profile.

Significance of the Study

This result of this study is deemed beneficial to the different sectors to include the

following:

Banking Institutions who need assistance in understanding and knowing its

employees as a key to the bank’s successful and long-term operation in order to reach its

goals and objectives.

Employees as they are the subject of the study, needs to know the possibility of

them unaware of their behavior or actions, and their lacking in terms of performance or

productivity within the organization to the possibility of receiving a lower amount of

remuneration or rewards.

Future Researchers who aim to broaden the knowledge about the relationship

of employee compensation on productivity. This study can serve as their guide upon

looking for references that might be related to this study.

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Scope and Delimitation

This study covered the Banking Institutions in Dapitan City for the calendar year

of 2023 – 2024. This looked into the Compensation vis-à-vis Employee Productivity

among Banking Institutions employees. This study limits its coverage on the Banking

Institutions employees only as they are the ones to be evaluated in this study to identify if

compensation does or does not affect the employee productivity within the organization,

Definition of Terms

To give clear understanding and interpretation of this study, the following terms

are operationally defined:

Wages and salaries – any amount paid in exchange for the service offered to an

organization.

Rewards – tangible or intangible recognition given to an employee, it includes

bonuses, fringe benefits, overtime pay etc., and could be a word of appreciation from the

seniority or colleagues within the workplace.

Overtime duty – work performed by a full-time employee in excess or outside of

their regularity scheduled hours of work.

Extended work – refers to simply working a longer day, with/out additional

compensation.

Banking Institutions – a bank or trust company, including the custodian, any sub

custodian or any subsidiary or affiliate of the custodian.

Job embeddedness – forces that keeps people in their current organization.

Turnover rate – a total number of employees who leave a company over a

certain period.

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 CHAPTER 2

REVIEW OF LITERATURE AND STUDIES

This chapter presents the literature and studies that have some bearing to the

present research.

Banking institutions are organizations that process monetary transactions,

including business and private loans, customer deposits, and investments and banking is

the process by which funds are transferred from those who save money to those who

borrow money, (Ntara & Galloway, 2021). Romero (2015) asserts that as the banking

sector handles the movement and utilization of money between the society's surplus and

deficit divisions, its performance and contributions would also become more noticeable

as the Philippine economy expands over time. Customers look for money to meet their

basic demands, such as covering their children's schooling, purchasing various personal

assets like a home and land, cars, and appliances, and covering their daily expenses such

as bills payments, groceries and maintenance expenses. According to a study by

Graafland and Van de Ven (2011), a bank's emphasis on social responsibility calls for

greater professionalism among those working in the financial industry, a greater emphasis

on adherence to the code of ethics, employee competency verification, and other

strategies like transparency, a focus on stakeholders' interests, and collaboration with

social institutions. Like with other goods and services on the market, customers who use

banks would rather do business with a firm that meets their demands and can provide

them superior fund allocation and preservation services.

According to recent research, consumers' opinions of a company's attractiveness

have an impact on their impressions of it and on their interaction with the financial

18
institution (Romero, 2015). According to Kunt et al. (2012), as economies grow, the

services offered by securities markets become more important for promoting economic

activity while those offered by banks become less important. (a) Banking institutions

provide different financial services from those offered by financial markets. Because of a

vast network of contractual commitments, a bank's interconnectivity with other financial

institutions positively relates to its systemic effect. Furthermore, a bank's degree of

substitutability—that is, the availability of easily available substitutes—as a market

player and a provider of client services has a negative correlation with the systemic effect

of the bank's crisis (Kunt, et al., 2012). Moreover, the impact of distress is strongly

correlated with the operational, structural, and business complexity of the bank; the more

complicated the bank, the longer and more expensive the resolution process would be.

Lastly, systemic importance is anticipated to be significant when a sizable portion of the

bank's operations are situated outside of its home jurisdiction, and the resolution process

is likely to become drawn out and difficult (Alessandri et al., 2015).

Banking institution is an important component of state financial infrastructure

and a driving force for economic development, banking integrates all participants of

market relations to ensure continuous and effective turnover of financial resources in

society by transforming household savings into investment resources and vice versa

(Khovrak & Petchenko, 2015). In the Philippines, the formal banking system is composed

of three categories of banks according to Los Baños et al., (2011): Universal and

commercial banks, thrift and private development banks, and regional rural and

cooperatives banks. The primary area of difference between commercial banks and thrift

19
banks is the extent of their respective operations. While commercial banks hold the same

powers as thrift banks, they can also function as investment houses and make investments

in non-affiliated firms, making up 57% of all banks in the nation between 1993 and 2005.

18% of all banks are thrift banks, which also provide credit and mortgages, as well as

serving as depository for private citizens and governmental organizations. In addition,

they conduct money market and quasi-banking activities with the Bangko Sentral ng

Philippines' permission. 25% of all banks are cooperative and rural banks, which support

the rural economy by offering basic credit facilities and financial services to local

communities and assisting farmers at every stage of the production process, from

purchasing seedlings to marketing finished goods.

According to Pahos and Galanaki (2019), age is positively correlated with

productivity indicators of employee performance, which is important given the shift in

the makeup of the global workforce over the past century (Galanaki and Papalexandris,

2017). On the other hand, supervisor evaluations of employee performance were

inversely correlated with age. They said that when an employee's age was low, it was

favourably correlated with their work performance; but, when an employee's age was

high, it was adversely correlated. (Pahos & Galanaki, 2019). However, some research

suggests that performance does not decrease with age (Gobel and Zwick, 2012), while

other research suggests that performance may even improve with age. Older workers may

perform just as well as their younger counterparts because of their experience, specialised

knowledge, and capacity to learn new skills. As a result, given their age and level of

industry expertise, it is challenging to fully comprehend the presence of a relationship

20
between the employees' productivity and external psychosocial stresses (Hanna and

Mona 2014). According to one study, younger workers require higher levels of incentive

to achieve than do older workers (Zwick 2015).

According to Llenares (2015), civil status refers to a person's status when

receiving compensation, which might include being single, married, divorced, or

separated. According to a previous study, single or unmarried people valued openness at

work more than married people did. Openness was linked to stimulation and self-

direction. Individualistic and self-gratifying values may be prioritized over marriage

values by single individuals who were not dependent on anybody else (Burton, 2012).

According to the findings of Llenares (2015) study, job-related events like training and

in-school performance reviews influence the work values of Filipino employees. One of

the primary factors influencing the prospects for migrant workers' children in the host

nation is their lack of civil status, which limits their freedoms. Furthermore, it has been

shown that one of the elements that helps young migrant workers' children deal with their

lack of civil status in the host nation is friendship with migrant or local classmates

(Tassara, 2014).

One of the most fundamental groups is gender, and a person's views, attitudes, and

behavior are likely to be greatly impacted by their membership in this group (Anwar et

al., 2016). Gender is a significant individual difference characteristic, according to

academics (Budworth and Mann, 2010). Examining gender inequalities in an

organizational setting is crucial because, despite advancements in gender equality in

21
society, conventional gender role differences persist in the workplace (Selvarajan et al.,

2015). For a variety of reasons, including disparate workplace ideals, a lesser labor-

market connection, and work-life conflict, men and women may have distinct key

determinants influencing their job satisfaction (Tabvuma, et al., 2015). A research by

Njujuri and Okech (2016) found that when an employee's work design matched their

gender, their productivity increased. Men, for instance, will not do well in tasks they

believe are more suited for women. It has been shown in earlier research that women

respond better than males to positive reinforcement. Men do not react to advising

programs in the same way that women do (Anumaka & Ssemugenyi, 2013).

According to other research, companies with a broad staff of genders innovate

more effectively, which leads to increased output and better profits (Ali et al., 2011).

Although there has been significant success in advancing gender equality and giving

women more authority in a variety of economic endeavors, Abbey and Adu-Danso

(2022) noted that there is still much disagreement over the impact of gender diversity on

business productivity. A certain school of thought in the discussion draws support from

the knowledge-based and decision-making perspectives to argue that having a more

diverse workforce boosts business productivity since different viewpoints influence

decision-making inside the company (Darmadi, 2013).

According to Curhan et al. (2014), educational qualifications or educational

attainment is a powerful indication of socioeconomic class and is the most commonly

used metric. Education, according to Obo et al. (2019), is the knowledge and skills,

character development, and mental toughness that result from academic preparation. It

22
can therefore have an effect on attitudes towards work and duty, both positively and

negatively. According to research by Obo et al. (2019), representational execution in the

financial savings business is significantly impacted by individual factors, such as

employment position satisfaction and educational background. As stated by Meena and

Parimalarani (2021), employee expectations about what their jobs should give define job

happiness and discontent as much as the actual nature of the work itself. Because the

banking industry hires people with a range of educational backgrounds, it is essential to

look into the degree of employee satisfaction.

According to Massing and Schnieder (2017), "institutionalized" cultural capital is

correlated with educational attainment. They "makes the difference between the capital

of the autodidact, which may be called into question at any time, and the cultural capital

academically sanctioned by legally guaranteed qualifications, formally independent of

their bearer" and enable the individual to objectify their embodied cultural capital, which

includes competencies. Furthermore, during those same years, labor laws and contractual

agreements created an extremely rigid labor market, which penalized businesses—even

large and medium-sized ones—for hiring university graduates or diploma holders for

positions deemed incompatible with their educational backgrounds (Zella, 2010).

A job title is a brief phrase that sums up an employee's role in a few words

(Harper, 2015). It reflects the level of authority and status of the related job role inside an

organization (Harper, 2015). To create a competency dictionary and particular job-related

capabilities, a competency model might be employed. These competences are particular

to each organization since, although similar job titles, tasks and responsibilities might

23
differ between them. The majority of HR processes, including hiring, training and

development, performance reviews, pay, and so forth, may use job-related competences

as criteria (Manjunath & Rajesh, 2011). Most organizations’ compensation systems are

based on jobs and work assessment techniques, claim Manjunath and Rajesh (2011). It

was determined by the job's proportional value.

The salary was determined by comparing the various jobs to one another and

allocating internally equal pay rates to each position. As a result, the work itself

determines the pay rate more so than the person performing it. It is a text classification

challenge to predict appropriate job titles from job descriptions. This assignment predicts

the appropriate job titles for job description posts based on the input, which is a post

containing job description (Trung Tran et al., 2019). A job description post, however,

produces many job titles that are relevant to the content of the job description in addition

to just one. According to Trung Tran et al. (2019), we thus use the multi-label

classification strategy to forecast job titles based on job descriptions.

According to Glambek et al. (2022), length of service refers to the duration of a

person's employment with a company. According to Saks and Gruman (2012), social

vulnerability is frequently associated with organisational entrance and short service

duration. These factors have also been proven to be stresses in and of themselves,

bringing with them feelings of surprise, uncertainty, anxiety, and pressure to pick things

up quickly. Significantly, early socialisation is linked to even more challenges in

adjusting in the event that one is unable to locate and cultivate social resources in the

workplace (Fang et al., 2011). The study conducted by Kelarijani et al. (2012)

24
investigated the impact of tenure on occupational and organisational commitment. The

findings show that occupational commitment and continuation commitment are

significantly impacted by duration of service. The results emphasise how important years

of service are to the hospital nurse population's commitment to continuing their work.

The occupational commitment declined, and the continuation commitment grew

with the number of years of service in society. In this study, there was a positive

correlation found between the duration of service and general organisational

commitment, emotional commitment, and normative commitment. When compared to

younger or new employees, who are typically more dynamic, enthusiastic, and excited

about the job and the rewards it would bring for their increased effort, Janardhanan and

Ranghavan (2018) stated that employees who have worked in an organisation for a long

time tend to be poor performers because they were no longer motivated as they aged.

This indicates that employees' performance was unaffected by their duration of service

when they felt psychologically empowered. They went on to say that the primary factor

inspiring someone to work hard is money. Employee motivation rises with compensation

value, and it is anticipated that performance would follow suit (Ikhram & Sudjatno,

2017).

According to Larkin et al. (2012), compensation is an essential part of

organisational strategy that affects how well a company performs by encouraging

employee effort and drawing in and keeping highly qualified workers. With the exception

of a company's actual cost of products sold, employee pay make up 60 to 95 percent of

average company expenditures, making compensation the highest single expense for the

25
average business (Larkin et al., 2012). In addition, it is clear from talks and daily

interactions that individuals care about pay. Newspaper articles about compensation and

incentive system problems and benefits are common; another study revealed that

employees who received incentives at the start of the year but had to repay the funds if

they failed to meet performance targets instead of outperforming other employees who

were only guaranteed an incentive at the end of the year if performance targets were met

(Fryer, et al., 2012).

Compensation decisions are not particularly expensive. HRM practices, such as

performance appraisal (identifying strengths and weaknesses of employees), training and

development (preparing potential employees for higher-level tasks), and compensation

(offering attractive rewards to attract and retain skilled manpower), have been considered

as the foundation strategies to ensure that the organization has a group of talented

employees that help to increase organizational productivity and enhance organization's

innovativeness (Johari et al., 2012). Raising wages for all employees would, of course,

result in higher payroll expenses. However, there are several methods in which the same

amount of total payroll dollars might be allocated across employees (Gupta, et al., 2012).

In addition, it is clear from talks and daily interactions that individuals care about pay.

Pay alone, meanwhile, is insufficient to encourage workers to remain with the company.

It is not always the case that high compensation would keep people with an organization;

they may choose to depart for greater financial opportunities. The decision of employees

to remain with the company may also be influenced by a variety of other circumstances

(Haider et al., 2015).

26
 Compensation plans that are well-thought-out enable businesses to focus worker

attention on profitable projects that boost business survival and performance.

Furthermore, according to Larkin and Pierce (2015), pay structures have a significant

impact on hiring and keeping the best individuals due to their diverse skill sets, degrees

of drive, and social networks. According to Sani and Maharani (2013), performance

measurement compares output or outcomes accomplished to determine the extent of

activity. Certain specialists use different metrics to assess performance. A company's

non-financial and financial components may be impacted by employee turnover (Ingsih,

et al., 2020). Islam et al. (2016) state that the expenses associated with hiring, training,

and apprenticeship programs, as well as lost productivity, decreased engagement, and

service interruptions that negatively impact business culture, are included in the spending

costs. Researchers have determined what influences employees' inclinations to leave their

jobs (Lee & Lin, 2014). According to Larkin and Peirce (2015), compensation systems

have the potential to create unfavorable psychological and social reactions in addition to

perverse economic incentives. These reactions can drive a broad range of unproductive

behaviors, from noncooperation to overtly unlawful behavior.

It is concluded that higher job happiness among employees would result from

better compensation, and lower job satisfaction would result from worse compensation.

This finding corroborates research by Susanto et al. (2020) and Yaseen (2013) that found

a substantial relationship between pay and work satisfaction. In the US, only around one-

third of workers are compensated using a system that directly correlates compensation

with output metrics like job productivity. While two thirds of workers receive a flat wage,

which means their monthly income is independent of performance, the majority of these

27
workers are eventually rewarded for their efforts with yearly pay increases, which are

frequently accompanied by promotions to positions with greater income and/or visibility

(Larkin & Peirce, 2015). Thus, plans and rules for employees' career development should

be created by managers and legislators. The results of this study corroborated those of

other studies by Omar, et al. (2010) and Ferreira et al. (2013), which found that getting

peer or management collaboration may help reduce distortion caused by self-serving bias.

Additionally, compensation has a strong and substantial link to organizational

commitment since organizational assistance may enhance workers' job-related skills,

knowledge, and capacities (Silitonga et al., 2020). In fact, an employee's intention to

leave their current employer decreases when they perceive a high level of internal equity

(compared to other employees in the same department or company) and external equity

(compared to individuals holding similar jobs in other organizations) with regard to

issues like pay and benefits, performance reviews, promotions, and mandates (Naqvi &

Bashir, 2015). Even in the absence of a match, when the deferral rate is extremely low,

some studies indicate impacts of more than 80 percentage points increase in participation

at the high end of estimates (Clark and Pelletier, 2019). Using nationally representative

data, the authors have observed a single digit percentage point increase in total

involvement at the lower end of the projections (Butrica & Karamcheva 2015).

Prior to implementation, compensation should be carefully considered since a

poor or ambiguous package is preferable to none at all. According to Wilfred et al.

(2014), a poorly designed compensation plan can have the reverse impact of what is

intended, turning a once-healthy organization into one that is struggling financially.

Compensation is meant to spur growth inside the organization and make it more

28
competitive. This trend has broken since the late 1970s or early 1980s, and developed

economies are reporting a decoupling of average wage from productivity—albeit to

varying degrees and at slightly different times (Sharpe, A. & Ashwell, J. 2021).

According to an opinion that states: "At the end of the motivation cycle, incentives are

defined as anything that will alleviate a need and reduce a drive; thus, attaining an

incentive will tend to restore physiological and psychological balance and will reduce or

cut off the drive." (Sharpe & Ashwell, 2021).

In 2010, the Federal Reserve Board directed banks to ensure that their employee

pay plans "Provide incentives that appropriately balance risk and reward" (Federal

Register, 2010). Comparably, regulations that forbid incentive-based remuneration that

promotes unwarranted risk-taking must be drafted in accordance with the Dodd-Frank

statute. The rationale behind these restrictions stems from the conviction that bank pay

practices had a major role in the current financial crisis. According to Jarque and Prescott

(2014), the financial industry's high salaries, which infuriated the public during the Great

Financial Crisis, were essential to luring and keeping the best human resources. This

naturally complicated industry might become unstable due to a decline in the skill pool.

Excessive fixed remuneration guarantees bankers who are risk averse and raises

operating leverage, which raises systemic risk (Colonnello et al., 2020).

As previously indicated, a focus on the remuneration system is necessary to raise

employee commitment. Additionally, because there is a greater need for brilliant and

competent workers due to the quick growth of the number of organizations, organizations

are now prepared to offer higher remuneration to compete with them. It should be

emphasized that remuneration gives an organization a competitive edge in enhancing

29
employee dedication and performance. The most precious resource in an organisation is

its committed personnel. Therefore, keeping these workers is critical to the success of

these companies (Ahmad et al., 2019). Companies must pay workers, recognise and

reward high performers, and reward enduring loyalty from productive and quality

workers in order to boost productivity and inspire employees. Pay considerations should

take into account a number of goals, including cost-effectiveness, legal compliance,

maintaining employment, achieving quality personnel, and respect for job performance.

Businesses have an obligation to pay workers' compensation in a fair, timely, and

efficient manner. Pay is the amount that employees receive for their labor. A distinct

compensation plan that fits the organization's objectives, vision, and purpose (Vizano et

al., 2020). A common cause of elevated employee attrition rates is inadequate

compensation and benefits packages. If a comparable business provides even a greater

rate of pay to an employee in a low-wage employment with limited benefits, there is little

incentive for the employee to stay. Lower-paying jobs often have a greater average

employee turnover rate, but they also tend to cost employers less per new hire than better-

paying jobs. These factors explain why the majority of businesses prioritize staff

retention plans overcompensation. Employees who earn more money but fall short of the

going market rate may feel undervalued by their current employers and seek employment

somewhere that would pay them fairly (Sattar & Ahmed, 2014).

Organizations with objectives to meet would need contented employees in their

workforce. The ability of a bank to recruit, hire, and retain qualified and happy

employees is crucial to the organization's success and achievement of its strategic

objectives. Salary, bonuses, incentives, and other essential elements are included in

30
compensation packages since they tend to make employees happy in their jobs and have a

big influence on employee satisfaction (Chiekezie et al., 2017). The uncertainty around

the way in which employees would understand the increased level of communication

with their management is a second factor contributing to the theoretical ambiguity

surrounding our intervention. If employees feel they may be fired with credibility based

on performance evaluations, reminding them that supervisors are keeping an eye on their

job quality without directly compensating them for it may have a favorable effect on

performance (Pierce et al., 2015).

According to Arda (2017) research, work discipline has a major positive impact

on employee performance. Therefore, an employee's performance may be enhanced with

work discipline. Arda's (2017) research findings, labor discipline has a major impact on

worker performance. According to study, Tanjung (2015) found a strong positive

correlation between work discipline and employee performance. Then, according to

some other research, there is a positive and significant relationship between the variables

of discipline and employee performance (Priyono & Suheriyatmono, 2016). However, if

workers interpret monitoring as a sign of manager mistrust or, conversely, if it overrides

their intrinsic task motivations, worker performance may suffer (Ranganathan and

Benson, 2016). They discovers that enhanced surveillance among Liberian workers in an

environment with lax enforcement of employment contracts has detrimental effects on

the performance of those who do well before.

According to Astutik (2016), employee performance is positively impacted by

compensation, and an increase in salary will inevitably lead to an increase in employee

performance. Employee performance may improve if pay is increased. Labor discipline

31
has a favorable impact on employee performance, and when labor discipline increases,

employee performance will rise as well. If improved work discipline, variable pay, and

work discipline all have a positive impact on employees' performance, then performance

may improve (Astutik, 2016). Furthermore, we discover that monitor activity may have

an impact on employee views towards supervisors. Al-Ubaydli et al. (2015) examine a

variety of performance metrics and investigate if supplying incentives for activities

requiring both quantity and quality performance criteria can be done in the face of

monitor productivity uncertainty. The authors offer theoretical and empirical support for

the claim that quantity-based pay, which functions as a signal of the manager's

productivity, may produce higher quantity and quality than fixed wages when two-sided

asymmetric information about worker effort and management skill is available.

The findings are consistent with signals of managerial productivity improving

worker performance. Compensation, according to Daulay et al. (2017), is everything

received by employees as remuneration for their work or something that cash

contributions received by employees in lieu of their services to the company. Our study

contributes novel evidence that low-cost increases in the visibility of manager

productivity can have significant effects on worker performance even along task

dimensions managers are not observed to be monitoring. Specifically, we show that

increased monitor visibility can have a significant impact on worker productivity, even

along multidimensional task workers' productivity, while maintaining incentive contracts

constant. Furthermore, we offer proof that increased efficiency in monitoring might be

enhancing work satisfaction, which in turn could enhance performance. More broadly,

our research adds to the expanding body of literature in management that examines the

32
effects of worker observability increases brought about by technological improvements

(Anteby and Chan, 2018).

The results of Mensa (2014) demonstrate how important HRM practices are to

workers and how they do affect staff retention in banks. These practices include pay,

work-life balance, and employee engagement. It was suggested that in order for banks to

have a competitive edge in the face of competition, they should prioritize their human

resources in order to increase staff retention. For workers, work-life balance is crucial,

therefore banks should offer some flexibility. It's also advised that workers be given hard

tasks that will push them to reach their maximum potential and a certain amount of

empowerment. Compensation is a gift or incentive given to employees who, via their

"work," have helped to achieve the goal. Please take note of the measurement standard,

which specifies that the compensation must be appropriate, efficient, and advantageous to

the organization managing the compensation in order to assess the efficacy of this type of

payment to the human resources within a business or organization (Khair, 2017).

We add to the expanding body of research on management and economic

development in addition to the literature on organizations, management, and labor

economics (Bloom et al., 2016). Businesses are becoming more aware of the possibility

for profit in emerging nations' more rural areas (Neuwirth, 2014). In order to achieve the

goals referred to as "standard job" (job standards), certain prerequisites must be met

(Bangun, 2012). Given that an employee's performance is determined by the caliber and

volume of work they do in carrying out their obligations. Globalization and technological

advancements have led to an increase in the prevalence of alternative labor contracts,

33
such as remote or work-from-home options (Bloom et al., 2015). These arrangements

present new, as of yet little understood managerial issues (Bonet and Salvador, 2017).

Compensation, according to Daulay et al. (2017), is everything that workers

receive in exchange for their labor or monetary contributions they make on behalf of the

firm in place of services. In this instance, compensation falls into two main categories:

(1) Direct compensation, which is the payment made by an employer to staff members

who make substantial contributions to the business. This bonus is awarded since it

directly connects to the task that the employee does. For instance: pay or salary, bonus or

incentive, or allowance. (2) Indirect compensation: Incentives are provided to employees

in addition, in accordance with the leadership's policy to try and enhance their wellbeing.

Examples include health benefits, pensions, and holiday pay (Nawawi, 2011). Compared

to other businesses, job possibilities in the service sector are often of lesser quality

(Garcia-Pozo et al., 2012). Because part of the employment generated in the previous ten

years are characterized by falling work flexibility, volatility, part-time hours, poor

incomes, and a lack of social safety, there is a rising interest in job quality globally

(Leschke & Watt, 2008).

Furthermore, despite an increase in women's labor market involvement, their

working circumstances are not as good as those of males (Perez et al., 2014). The

necessity for such an index has prompted increased interest in its development in recent

years, as seen by the extensive literature on the topic (Loughlin & Murray, 2013) and the

several nations' attempts to produce globally comparable employment quality indexes

(Vinopal, 2012). According to Royuela and Surinach (2013), the significance of work

quality is not limited to socially conscious management; it also stems from the idea that

34
improved quality increases production and, consequently, the competitiveness of the

organization. Burchell et al. (2014) state that the concept known as "quality of working

life," which was first proposed in the 1960s and 1970s as a criterion for evaluating

employees' job satisfaction, is where this significant field of study got its start. Pay is one

of the most often used measures of objective job success as it can be used to measure

material goal attainment and has been shown to be a significant predictor of career

satisfaction. Furthermore, studies conducted on American workers revealed a negative

correlation between pay increase and the intention to leave, particularly for strong

achievers (Guan et al., 2014). Due to differences in sociodemographic origins, people

may encounter more challenges when trying to advance in their careers. In fact, a wealth

of studies has demonstrated how sociodemographic traits impact people's capacity to land

well-paying jobs throughout the course of their careers. A key determinant of people's job

success is still their compensation achievement (Guan et al., 2014).

A research that makes use of the career barrier viewpoint explains how obstacles

at the individual, social, and organizational levels prevent people from achieving greater

incomes (Thomas & Feldman, 2014). The psychological contract and fairness-based

wage have a somewhat significant correlation, suggesting that employees are concerned

with fair compensation mechanisms, HR strategies that motivate them, suitable incentive

systems, and channels of communication that are open for conversation. Employees will

feel dissatisfied, put in less effort for the company, become exhausted, or even desire to

quit if they believe their pay is less than the market average. As a result, companies

should regularly survey employees about their salaries, ascertain the market average, and

modify their compensation plans in accordance with their financial situation (Lee & Lin,

35
2014). Young et al. (2014) pointed out that the job characteristics model fails to take into

consideration objective characteristics like salary that could also influence employees'

perceptions of their jobs. The model's five qualities are entirely based on the subjective

judgements of an employee. Furthermore, according to the same authors, a job's

perceived relevance is not a given.

Depending on how they compare their work to that of their colleagues, two

employees performing the identical task for two different organizations may give the task

a different importance rating (Young et al., 2014). According to Garcia-Pozo et al.

(2014), the fact that female workers receive a lower income than male workers indicates

how much gender matters when it comes to remuneration in the service sector. These

writers have hypothesized that women's employment choices may be the primary factor

contributing to this salary disparity. With the exception of technical or managerial

activities, the majority of these positions require subordinate work. However, the service

sector has a large proportion of female employees, includes nearly all female-only

occupations, and is marked by low labor mobility (Marchante et al., 2007), a high level of

occupational segregation (Campos-Soria et al., 2011), and a high level of wage

discrimination based on gender (Garcia-Pozo et al., 2014).

Cullen et al. (2023) claim that the compensation tool specifies salaries and wages

in an understandable way that is consistent with previous research on pay. The annual

base salary for salaried workers is their basic income (i.e., before commissions or

incentives). The annual base salary for hourly employees is calculated by multiplying

their hourly rate by 40 hours times 52 weeks, which is the yearly equivalent of their

hourly compensation. The bulk of the total monetary compensation is therefore made up

36
of base salary. Two categories of pay disparities may worry public organizations.

Systematic biases in compensation plans are among the first kind. Prior research on

salaries has discovered systemic pay bias depending on factors such as ethnicity, gender,

or even an employee's commitment to the company. Fairness on an individual basis as

opposed to a collective one is the second area of concern (Cullen et al., 2023).

Certain people could be paid less for unique reasons unrelated to productivity or

the typical suspects in the demographic. According to Taylor et al. (2019), an individual

may get a lower income than another who had a similarly productive year at a period

when the organization was not subject to wage freezes. This is because the former had an

exceptionally productive year during that period. Managers and human resources

departments are always creating and implementing new procedures that will assist

employees become more skilled while also inspiring them to complete the responsibilities

assigned to them. Organizations should be required to regularly assess the levels of job

engagement and organizational commitment in order to improve employee satisfaction.

Regular assessments also assist companies in keeping tabs on the advancement of their

staff members and in implementing policies and procedures that will enable them to

thrive in the workplace. Employee engagement was statistically significantly correlated

with monthly income (Taylor et al., 2019).

Researchers looked at the relationship between workers' pay and performance at

work. They found that there is a significant relationship between the two. They also

looked at the effect of rewards programs on employee engagement and discovered a

significant correlation between rewarding incomes and employee engagement (Tugade &

Arcinas, 2023). Salaries and wages have historically been the most traditional kind of

37
financial incentives. This practice of long delays in remuneration for both public and

private sector workers persist, despite their continued employment. Although this may

largely indicate economic incentives, it illustrates the complex relationship between

monetary compensation and dedication to one's work (Ajibade & Salako, 2021).

According to Milkovich et al. (2014), there are several types of variable compensation

programs such as piece-rate plans, gain sharing, profit sharing, bonuses, and salary and

wage incentives. These programs allow an employee to receive compensation based on a

combination of factors, such as seniority or length of service, as well as an individual or

organizational performance indicator, or both.

According to Milkovich et al. (2014), the programs cut pay expenditures when

performance drops and incentivize those with lower order needs to perform better in

order to get greater compensation. One of the oldest and most important sources of

incentive in human history is salaries and wages. It includes payment received in cash

at the end of a predetermined work period, usually on a biweekly or monthly basis.

Salary and earnings, in particular, ought to be fairly set and paid on schedule (Resca &

Munandar, 2022). According to Ileka and Muogbo (2020), the phrases "wage" and

"salary" are used synonymously to describe incentives that employees get for providing

services within a given timeframe, although they are not exactly the same. The entire

amount of money a worker is paid for providing services over a given time period is

known as their wage. because they are equivalent to multiplying the number of pieces by

the hourly rate in addition to the homes, premiums, and fringe perks.

Odoh (2012) provided evidence of the significance of pay and salary when he

asserted that an employee's income and benefits from their employer have three key

38
effects on them: motivation, psychological development, and economic progress.

Because wages and incentives enable individuals to acquire the needs and wants of their

lives, their economic significance is most evident. Since many workers have no other

source of income than their wage, working for an organization is the only means to get

the basic essentials of life, which include things like food, rent, clothing, and a host of

other products and services. However, when he pointed out that wages are significant

because of what they represent, Obasa (2015) attempted to draw a difference between

salaries and wages. Wages might signify prosperity or security to different people.

Stated differently, wages are defined as immediate, instantaneous compensation for

services rendered in a brief amount of time, whereas salaries are payments made to

employees on a regular basis, often every two weeks or month, for work completed over

a longer length of time than a day or a week (Obasa, 2015).

Every employee in the majority of organizations is required to be paid at the

conclusion of their workday, either on a daily, weekly, or monthly basis, according to

Folorunso (2022). A system of salaries and wages that is effective is necessary to keep

the workforce cooperative. Every employee's payment must be accompanied by a

thorough explanation of the calculations that were undertaken to arrive at the employee's

net pay. Therefore, in order to produce an accurate pay schedule, cheque, pay record,

withholding or payee taxes, statements and reports to the relevant government agencies,

the payroll system must be able to process the input data, which may include the

employee's name, social security number, date worked, pay rate, overtime due, and taxes.

In other words, a payroll is method whether manual or digital way of rewarding

employees after a commensurate performance of work done.

39
 Salary and wage are the foundation for paying social insurance contributions in

order to cover the subjects of social insurance, according to the International Labor

Organization (ILO). Social insurance shields workers from the possibility of losing their

job or having their income decreased as a result of diminished working ability. Stated

differently, labor-wage income is covered by social insurance, which serves the purpose

of compensating or replacing a portion of an employee's lost or reduced income due to

risks like illness, pregnancy, labor accident, occupational disease, old age, or

unemployment (Le et al., 2016). As the primary source of income that enables

employees to satisfy their personal and family needs, wages and salaries are among the

most significant HRM practices from the viewpoint of the workforce (Aghdaie et al.,

2020). Furthermore, according to Nasurdin et al. (2015), receiving a fair wage boosts

worker productivity, helps businesses better serve their clients' demands, and improves

their standing in global marketplaces. Numerous organizational characteristics, including

work performance, career happiness, trust, career success, desire to leave the

organization, organizational commitment, and loyalty are impacted by salary

(Aburumman et al., 2020).

According to Colquitt and Zipay (2014), concerns about justice arise in a variety

of spheres of life. Youngsters wonder if incentives and penalties are fair, students wonder

if grades are fair, and people argue about whether national elections and political policies

are fair. Workers pay close attention to the fairness of important choices and occurrences

at work. According to them, researchers studying organizational behavior and

organizational psychology are drawn to this latter theme. Despite the tendency in the

40
literature to accept the construct labels of justice and fairness as interchangeable, our

evaluation will make a distinction between the two. Define justice as the perceived

observance of norms that represent appropriateness in decision circumstances, in line

with Colquitt & Zipay (2014). Distributive justice principles encompass equity, equality,

and need and are based on appropriateness in decision results. According to Hotz and

Harold's (2013) research, organizational justice became one of the most researched

subjects in the organizational behavior literature in the decades that followed the

academic community's loss of interest in consideration and structure. In theory, it seems

sense to anticipate that structure and thoughtfulness will have a significant impact on

workers' feelings of fairness.

According to Holtz and Harold (2013), for instance, a leader who demonstrates

concern for their team members, treats them with respect, and has amicable interactions

with them (i.e., greater levels of consideration) is likely to encourage positive views of

interactional justice. In a similar vein, a leader who establishes consistent performance

standards and makes clear job expectations—that is, greater degrees of structure—should

support high levels of distributive and procedural fairness. Despite recommendations for

such research (Hotz & Harold, 2013), no empirical study has looked at the impacts of

thoughtfulness and structure on employee justice perceptions, hence these claims are

currently theoretical. Drawing from past justifications for a more comprehensive

investigation, Rupp and Thornton (2014) argued that neglecting to look at workers'

collective, overall sense of workplace justice may keep researchers from properly

comprehending what it means to feel fair. According to these writers, attitudes and

behaviors are truly driven by this more global judgement, which also serves as the

41
mediating mechanism behind the impacts of facet-based judgements (e.g., distributive,

procedural). As said, however, the influence of overall justice is anticipated to be largest

for broad or global outcomes (e.g., organizational commitment, work satisfaction), which

is consistent with the target similarity effect. Therefore, the consequences of overall

justice judgements are restricted to comparable global organizational categories, even if

they may best describe how individuals conceptualize justice.

According to Holtz and Harold (2013), perceptions of justice may act as a

mediator between the impacts of structure and consideration on results as a whole. It is

reasonable to assume that, in theory, employee views of fairness may act as a mediator

between consideration and structure's impacts on employees. According to the social

exchange hypothesis, for example, workers who believe they are receiving unfair

treatment may feel obligated to provide unfair treatment in return. As said, the "two

interconnected, minimal demands that the norm of reciprocity, in its universal form,

makes are (1) that people should help those who have helped them, and (2) that people

should not injure those who have helped them." Therefore, a worker who feels that they

are receiving fair treatment need to abstain from actions that would endanger their

company or its constituents.

A key issue in employment relations is how employees view the justice (or

fairness) of the working relationship. Previous research has shown that benefits have an

impact on how employees perceive organizational justice, and this perception in turn has

an impact on a number of employee and organizational outcomes, including job

performance, engagement, and turnover intentions (Marasi & Bennett, 2016). Although

benefits play a significant role in assessments of justice and unfairness, no study has

42
looked at how specific aspects of a benefits system affect these opinions. They

emphasized that preferences for benefits communication and different benefit types

among employees with different demographic characteristics are phenomena covered by

the scant academic literature on benefits. Additionally, the growing body of research on

pay transparency—which looks at the transparency and communication of pay

information—offers insights into how perceived shortcomings in organizational and

supervisor communications regarding benefits may affect a variety of outcomes, such as

employee perceptions of organizational justice and pay satisfaction (Marasi & Bennett,

2016).

According to Le et al. (2016), distributive justice refers to how fair decisions

(such compensation, rewards, and promotions) seem to the workers in connection to their

contribution to the workplace. Previous studies on the relationship between distributive

justice and well-being have produced contradictory findings. Researchers have

confirmed, for instance, that workers who feel there is distributive injustice frequently

face mental health hazards at work, which leads them to request sick days. Nonetheless,

discover that distributive fairness has comparatively little impact on workers' stress

perceptions. They come to the conclusion that there is no connection between employee

well-being and distributive justice (Le et al., 2016). The quality of interactions that

employees have with their immediate managers or other authoritative authorities is

referred to as interactional justice. This type of justice can involve how well people felt

that those in charge of them treated them with civility, respect, and dignity, as well as

whether or not those in charge offered suitable defenses or explanations for why

43
particular actions, choices, or results were carried out in a particular manner (Le et al.,

2016).

The term "informational justice" describes how well organizational management

communicates with and explains decision-making processes to specific personnel.

Fairness impressions are thought to be influenced by the timeliness and veracity of the

information managers provide to their subordinates. Adequate and honest communication

regarding the method is often what fosters the perception of fairness in the way that

choices are implemented by management (Le et al., 2016). Organizations must

successfully manage change in order to thrive in dynamic, uncertain contexts (Pieterse et

al., 2012). Because they are either the change implementers or the change beneficiaries,

workers are obviously crucial to change initiatives, and their dedication to these efforts

ultimately determines their success (Fugate et al., 2012). Pieterse et al. (2012) highlight

the need for a more nuanced understanding of resistance to change and the organizational

context in which it may or may not materialize. According to Georgalis et al. (2015),

encouraging organizational fairness is essential to enlisting workers' collaboration and

support during times of transition, and full communication and engagement should be

made available to all employees.

According to Gong et al. (2014), rewards have the most influence on the

perception of justice based on parameter estimates and statistical significance. Since

rewards are the most significant intervention, managers should focus more on them than

on other treatments. Additionally, Marescaux et al. (2013) discovered that workforce

difference might have unfavorable outcomes. When it came to emotional commitment,

employees who received less favorable treatment than their peers showed less than those

44
who received equal or superior treatment. This is consistent with research on how

workers respond to performance reviews, promotions, or feedback, which consistently

finds a positive correlation between worker reactions and the favorability of one's

outcome (i.e., getting a promotion, getting a positive performance review or feedback

message) (Webster and Beehr, 2012).

Workers are concerned about justice in their organization, and as a result, their

views of organizational justice have an impact on a variety of organizational factors,

including entrepreneurship, job satisfaction, withdrawal behavior, organizational

citizenship behavior, organizational commitment, and employee trust (Zhang et al.,

2014). Moreover, according to Kalay (2016), one of the key internal driving variables

influencing the effectiveness, attitude, and conduct of human resources is organizational

justice. One of the main ways that leaders practice ethics is via organizational fairness,

and a wealth of studies confirms the advantages of this kind of behavior for both

employee and organizational results as well as leader-employee interactions. However,

despite this significant importance, the antecedents of fair leader behavior have not

received much empirical attention (Reb et al., 2019). Schuh et al. (2017) have

demonstrated a beneficial relationship between procedural fairness and leaders'

mindfulness in particular. It would allay worries that mindfulness, when viewed from an

attentional viewpoint devoid of ethical implications, encourages unethical behavior if it is

in fact linked to more equitable interpersonal treatment of workers (Sim et al., 2015).

According to Pichler (2012), there is a connection between an employee's

identification as a high potential and outcomes, such work effort and job happiness, that

may be attributed to different forms of justice judgements. Furthermore, research on

45
performance assessments and meta-analyses have consistently highlighted the critical

role that perceived organizational fairness plays. Talent management, for example,

usually builds upon and is a component of the organization's broader performance

management system (Pichler, 2012). Organizational justice is based on the fairness of

these changes, the equity that employees perceive about the techniques employed inside

the organization, the organization's behavior towards employees, and the employees'

response to their views (Chou et al., 2013). In the fields of organizational behavior,

workplace psychology, and human resources, organizational justice is now a hot topic for

research and is emerging as one of the most significant theories of motivation

(Cojuharenco and Patient, 2013). Cojuharenco and Patient (2013) posit that when

employees think about workplace justice, they tend to concentrate on job outcomes; when

they think about workplace justice, they also tend to think about communication styles

and reciprocal connections inside the organization. Employees will respond with

improved work performance if supervisors or management representatives engage with

staff members in a fair manner.

We illuminate not only how leader mindfulness supports better leader-employee

relations, but also uncover new ways in which leader mindfulness benefits employees

with regard to their health, well-being, and sense of justice at work by demonstrating a

relationship between leader mindfulness and how much stress employees experience and

how interpersonally fairly they feel treated (Schuh et al. 2017). While mindfulness may

not always include being judgement- and acceptance-free, it does entail distinguishing

and selecting positive mental and behavioral states from negative ones that are damaging

to oneself and others (Kudesia and Nyima, 2015). Kim (2017) asserts that supervisors are

46
in charge of overseeing the work of their subordinates, supporting them, and making

critical choices that have an impact on them. Employee opinions about organizational

justice may also be reflected in supervisory justice. Although it is possible for employees

to view their supervisors as representatives of the organization, this does not always mean

that their opinion of organizational justice and the fairness of their supervisors' policies,

rules, or decisions are the same. Individuals as much as organizations can be the source

of injustice. Therefore, it is important to assess employees' perceptions of supervisory

justice in addition to their perceptions of organizational justice (Kim, 2017).

According to Febriandika et al. (2020), distributive justice is the idea of fairness

over the allocation of incentives among employees, whereas justice is a concept that

emerges when individuals accept something that they and others around them are entitled

to. Workers who feel more informed about the wage structure and have more control over

it are more committed to the company as a result of being involved in the decision-

making process. Therefore, favorable employee attitudes like confidence in management

and organization are connected to employees' sense of fairness regarding compensation

systems. Employee commitment to their job will rise if they believe that the process of

determining salary levels is fair (Febriandika et al., 2020). According to study by

Febriandika and colleagues, distributive justice in pay has a strong positive influence on

emotional commitment. This means that affective commitment will rise in proportion to

how firms perceive distributive justice in compensation. Otherwise, emotional

commitment is unaffected by procedural fairness in pay. It is believed that distributive

fairness has a major role in meeting employee expectations for remuneration and in

47
explaining employee views. Employee attitudes tend not to seriously challenge pay

practices as a consequence.

According to Misra et al. (2013), the foundation of compensation systems is

organizational justice. Internal consistency and pay level in relation to industry are taken

into consideration while determining compensation. Internal consistency describes how

positions or skill levels are compared inside a company. When pay is determined by the

market, there is external competition. Distributive justice and procedural justice are used

to evaluate the fairness of a compensation system that is both internally aligned and

competitive outside. The degree to which workers believe that peer relationships,

workplace culture, and results are fair is known as organizational justice. These views

have the potential to positively or negatively impact employee performance and the

success of the company by influencing employees' attitudes and behaviors. (Misra et al.,

2013).

Scholars who have examined loyalty from a variety of angles as a management

subject have given it a great deal of attention (Rishipal and Manish 2013). An

organization's members must work towards a common objective (Niati et al., 2021).

Development is a shift towards improvement, and improvements need the mobilization of

all available human resources and motivation in order to achieve desired outcomes (Shah

et al., 2020). The idea of loyalty has expanded recently, and the majority of businesses

now respect it highly. This is because of how significant it is to society as a whole. Most

companies don't want to lose their most talented employees to rival companies.

48
Understanding the importance of human resources in the current global era is crucial as

improving employee quality and loyalty should be one of the company's objectives. To

achieve their goals, managers receive assistance from the human resources department in

hiring, developing, evaluating, managing, and retaining a staff of competent and devoted

employees (Widyani & Utami, 2021).

Soegandhi (2018) defined loyalty as an employee's readiness to devote all of their

time, energy, talents, and abilities to the organization in order to assist it accomplish its

objectives, maintain its confidentiality, and ensure that no negative actions are taken

while the individual is employed there. Because loyalty has been linked to attendance

and organizational citizenship, employers are more willing to reward it nowadays. As a

result, they are always looking for innovative ways to reward loyalty (Khan et al., 2020).

It reduces turnover as a result, and outdated methods are ineffective. They also mentioned

that an employee's loyalty is determined by how long they have worked for the company.

Furthermore, a research saw loyalty as an organizational citizenship behavior that shows

workers' dedication to their company by expressing their interest. They stated that fidelity

depends on the satisfaction of employee which means that satisfied employees are more

loyal than dissatisfied employees.

According to Khan et al. (2020), being loyal to an organization is having pride in

it rather than whining about it. Hooi (2013) looked at employee loyalty at work,

concentrating on the effects of Japanese HR practices. According to Hooi (2013), loyalty

is a feeling of obligation or mental connection to the organization that leads to increased

fulfilment. He also mentioned that a worker who has developed a strong sense of loyalty

to the company is likely to follow consistent procedures and contribute to the overall

49
goals of the company. He observed that employee loyalty is high in companies that value

inspiring environments, strong working relationships, and a terrific work environment.

Upasana (2015) investigated the effect of compensation on employee loyalty to the

company. She defined employee loyalty as the degree to which staff members are

generally willing to take a risk or give up something of value for the company. Employee

loyalty can also be defined as how well employees are loyal to the company, holding,

considering, caring for, and committed to it.

According to Upasana (2015), pay is a constructed practice that involves

modifying the relationship between employers and employees by providing them with

advantages that are both monetary and non-monetary. Given that today's company

environment is fast-paced, and that corporate development, benefit, and efficiency are

fundamental, it aids in motivating employees and improving organizational adequacy. As

a result, it is necessary to bind and retain a group of devoted employees. Stages of

loyalty have been studied by Mohammad & Mahsa (2015) as a psychological connection

to a business or chosen brand, which frequently takes the shape of a sustained, long-term

engagement with the brand. They went over the evolution of the idea of loyalty from one

step to four stages. Cognitive, behavioral, and emotional loyalty make up the first three

dimensions of loyalty; conative loyalty makes up the fourth. Having a solid grasp of

loyalty is crucial since it improves one's ability to interact with coworkers and consumers

of branded goods.

According to Essono & Sandeep (2016), pay scales have a significant impact on

workers' work-related mental health, which in turn affects loyalty. When compensation is

inadequate, it leads to low job satisfaction and employee turnover. Medical attendants

50
and experts' decision to leave the organization puts today's social insurance organizations

to the test due to their lack of obligation. Akhigbe and Ifeyinwa (2017) state that when a

firm offers its employees a benefit plan that is beneficial to them, the result is that the

employee becomes more devoted to the company and increases their level of

responsibility, which in turn ensures great production and efficiency. Maintaining a pool

of talented workers and cultivating their loyalty becomes a critical task; a continuous and

methodical approach to hiring, selecting, and training employees minimizes job switching

and guarantees long-term employment; internal promotion procedures that give seniority

only a passing mention and the adoption of a productivity-linked wage structure would

foster a more devoted workforce (Janjua and Gulzar, 2014).

Many factors, including as career development plans and programs, pay and

benefit structures, work environment, teamwork, employee communication and

engagement, and relationships with superiors, are discussed by Sekyi et al. (2016) as

factors that impact employee loyalty. One way to conceptualize employee loyalty is as

an emotive commitment. An employee's desire to stay in a connection with a particular

employer for its own purpose, independent of the relationship's instrumental value, and

because the employee feels a feeling of loyalty and belongingness is known as an

emotional commitment. Because they can assist an organization make as much money as

possible, loyal employees may be extremely valuable assets. This is due to the fact that

devoted staff members will treat clients with respect and will recognize and fulfil their

needs. Furthermore, retaining devoted staff members might lower the organization's

turnover rate since they intend to work there longer (Omar et al., 2010).

51
 As per Yaqub et al. (2021), loyalty is defined as working for a firm that you own.

According to research, devoted employees have little hope of leaving the company they

work for. This may be developed psychologically by employing techniques that are able

to comprehend a person's feelings against the organization they work for. It consists of

four workplace loyalty measures: the readiness to begin, the willingness to contribute

more, the sense of belonging, and the willingness to assume more responsibility. Because

of their strong sense of loyalty, which in turn has a pronounced and significant impact on

the performance of the company, this encourages the best behavior from employees

(Tomic, 2018). Since the relationship between a manager and an employee is changing,

the notion of employee loyalty has experienced significant modifications. In fact, 80% of

participants in recent research on workplace loyalty said that their definition of the term

had changed over time (Murdock, 2018).

Additionally, Flory et al. (2014) proposed a few elements of employee loyalty,

namely identity, trust, commitment, engagement, and attachment. In the interim, there are

further advantages to employee loyalty, including higher revenue, better quality, lower

attrition, and enhanced company reputation. In the past, loyalty was defined as the bond

and trust relationship between an employee and their employer, meaning that the longer

an employee works for a company, the more loyal they will be. However, in more recent

times, modern leaders have redefined loyalty as the commitment and dedication an

employee makes to their organization (Hatwal & Chaubey, 2014). Additionally, Flory et

al. (2014) proposed a few elements of employee loyalty, namely identity, trust,

commitment, engagement, and attachment. In the interim, there are further advantages to

employee loyalty, including higher revenue, better quality, lower attrition, and enhanced

52
company reputation. In the past, loyalty was defined as the bond and trust relationship

between an employee and their employer, meaning that the longer an employee works for

a company, the more loyal they will be. However, in more recent times, modern leaders

have redefined loyalty as the commitment and dedication an employee makes to their

organization (Hatwal & Chaubey, 2014).

According to Soegandhi (2018), when employees are content in their positions

and feel comfortable working for a company, work loyalty is developed. Furthermore,

Soegandhi (2018) asserts that a number of factors, such as job satisfaction, pay,

communication, a positive work environment, career advancement, employee education

and training, occupational health and safety, and collaboration, have an influence on

employee loyalty. According to Manurung (2018), teamwork is the ability to work

together towards a common purpose and to direct individual successes towards

organizational objectives. The spark that takes regular people to extraordinary heights is

teamwork. Cohesion among staff members is fostered by effective cooperation, which

leads to the formation of emotional bonds and a deep sense of compassion among

colleagues. This motivates employees to stick with the company even in the absence of

the urge to pursue other employment and to utilize their talents to the fullest degree

feasible to help the company realize its objectives.

According to Ikhram and Sudjatno (2017), loyalty is one of the factors taken into

consideration when evaluating an employee, and this includes loyalty to one's position,

work, and organization. The desire of workers to uphold and protect organizations both

inside and outside the work of undermining the careless people is a sign of this loyalty.

The aforementioned information leads to the conclusion that employees have a tendency

53
to stay with their current employer. If an employee works for a company that offers them

adequate benefits, their loyalty to the employer will be even stronger, which will increase

their motivation to complete their work more diligently. Productivity, according to

Taliang et al. (2023), is the capacity and knowledge of each employee in working and

putting the public service system into practice in order to produce the intended goals by

making effective and efficient use of resources in order to provide the best public service

system. Business elements are compelled by competition to boost productivity as an

intellectual resource, which might subsequently result in the accomplishment of

employee performance. A continuous process involving all stakeholders in an

organization—especially leaders and employees—leads to performance improvement.

The study by Inesona et al. (2013) indicates that views towards employee loyalty

are dyadic, meaning that those participating in this professional and hierarchical

relationship—the employer and the employee—should be cognizant of the significance

and advantages of loyalty circumstances. Poor working conditions, low pay, inadequate

benefits, and a lack of job satisfaction are all contributing causes to high employee

turnover, which is one indicator of a lack of employee loyalty. Regarding the

effectiveness of compensation in lowering employee attrition and raising organizational

commitment, a wide range of study findings and viewpoints have been published. These

findings have emphasized the significance of monetary incentives. The former found that

material benefits like competitive pay and bonuses were linked to the loyalty of

managerial and supervisory staff, respectively, after looking into the attitudes and factors

influencing the behaviors of devoted hotel employees. Their claim is supported by study

54
findings, which further highlight the close relationship between organizational

commitment and employee loyalty despite their differences.

A strong staff that a business must own must have a feeling of loyalty and

connection to the business. In order to foster employee loyalty, it is imperative that the

organization offer incentives such as salary and job motivation to its employees as a

token of gratitude. Rukmana et al. (2022) define motivation as an object or a situation

that propels a person to act. A company's ability to grow will depend on how loyal its

employees are to it, as an unstaffed business cannot operate as it should. "Loyalty is

loyalty reflected by the willingness of employees to maintain and defend the organization

inside and outside of work from irresponsible undermining," according to Rukmana et al.

(2022). Rukmana (2022) added loyalty must be proven in daily attitudes and behavior at

work with strong determination and ability. The study further stated the willingness of

employees to maintain the organization from the bad influence coming from irresponsible

people from inside and outside of work people reflects loyalty.

The goal of loyalty is for workers to carry out actions with complete

understanding and accountability, such as adhering to and upholding both written and

unwritten rules. This is demonstrated by actions and attitudes as well as by creating and

completing tasks. HRM practices are thought to be a crucial component of an

organization's success. The performance of the company and the productivity of its

employees are greatly enhanced by HRM practices such training, remuneration, working

conditions, and employee security (Rukmana, 2022). According to Uzair (2017), the

capacity of a worker to remain with an organization is known as employee loyalty. It is

predicated on how much time is really spent working for the organization and inside it.

55
The degree to which an employee feels a sense of loyalty towards the organization

(Hassan et al., 2013). In a similar vein, Uzair (2015) suggested that by successfully

implementing HRM Practices, employer suggestions can boost employee loyalty. The

key elements in influencing employee loyalty are job analysis, training, career planning,

and pay.

The notion of employee loyalty has changed as a result of cooperative

restructuring and economic reduction (Uzair, 2015). Employee loyalty must take into

account the level of devotion they exhibit while working for the organization, not just the

length of time they have been employed there (Phaneuf, 2013). Employee loyalty is a

predicate of work happiness, claim Khuong and Tien (2013). There is a considerable

correlation between employee work satisfaction and organizational loyalty, according to

several other research as well. Additionally, empirical data points to a favorable

correlation between employee loyalty and work happiness. Workers who are happy in

their positions will be more devoted to the company than those who are not. Employee

work satisfaction rises in tandem with an increase in the degree of employee loyalty to

the organization. Conversely, a decline in work satisfaction among employees will result

in a decline in employee loyalty and morale as well as an increase in job turnover.

According to Najm (2012), a worker is loyal if and only if their aims and values

align with those of the organization and they are willing to put in a special effort to reach

those objectives. According to Nasiri (2015), employee loyalty is defined as a high level

of effort and dedication to delivering superior services to the company's clients, as well as

employee happiness and loyalty to the organization in which they work. Employee

dedication to providing high-quality services helps the company in a number of ways,

56
including lower labor costs, improved employee-customer relations, distinction, and

increased competitive advantage. According to Idowu et al. (2018), workers are the

foundation of every company and should be given greater respect than compensation,

perks, or training. Investments in personnel are typically the result of corporate initiatives

intended to foster employee loyalty and guarantee extended employment terms. A

company's longevity is similar to a symbiotic relationship with its workforce, particularly

when the latter develop a psychological bond with the company.

Thus, Iqbal et al. (2015) contended that there are reciprocal obligations and a

functioning two-way interaction between organizations and their workforce. In general,

loyalty refers to a person's commitment or feeling of connection to a certain thing, which

might be a person or group of people, an ideal, a responsibility, or a cause. It seeks to

align the loyal person's interests with those of the object and manifests itself in both mind

and deed. In fact, emotionally linked workers are considered to be totally engaged, highly

productive, feel validated, and are valued in a clear win-win scenario, according to Idowu

et al. (2018).

The degree to which staff members are devoted to the company, feeling a sense

of belonging, inclusion, responsibility, and willingness to make personal sacrifices, is

known as employee loyalty. The necessary circumstances that might encourage workers

to be loyal at work go beyond managers' simple presumptions (Dobre, 2013).

Commitment and loyalty among employees are closely connected ideas. According to A.

Idowu et al. (2018), employee commitment is multifaceted and includes a high level of

dedication to the organisation, a willingness to put in a significant amount of effort, a

shared set of values and objectives, and a strong desire to be a part of the group.

57
Commitment is also an evaluation of the organization and its goals that is done

constructively.

Mehmood (2013) notes that rewards are crucial in raising employee rewards and

influencing the actions of disgruntled workers. Various forms of incentives have an

impact on employees' work engagement (Hewitt, 2015). (Beninato & Ludlow, 2016) if

the association between total rewards and work engagement was influenced by age and

gender. Organizations must find methods to inspire workers and increase their levels of

engagement since this is consistent with earlier South African study (Bussin & Van

Rooy, 2014) that found age did appear to impact incentive choices. Organizations have

turned their focus to comprehensive incentives packages in recent years in an effort to

increase employee engagement and motivation (HayGroup, 2015). According to several

reports, there is a favorable correlation between employee engagement and organizational

outcomes including improved productivity, less staff turnover, enhanced performance,

and organizational success (Evenson, 2014). According to HayGroup (2015), engagement

is seen as a reciprocal connection. Employees seek recognition and worth in return for

their extended workdays and extra effort. Stated differently, people seek a clear and

direct relationship between their contributions to the organization and the benefits they

receive from it.

It is now clear that traditional reward systems are insufficient because people

want to be recognized for more than just the work they do for the company (HayGroup,

2015). A global study found that incentives, intangible rewards, and recognition had a

stronger relationship with encouraging work engagement than pay and benefits. Gaining

more rewards might make it possible to join several groups and affiliations. One would

58
demonstrate to their subordinates that their supervisor loves them and is satisfied with

their work if they receive a large salary rise from the company (Obasa, 2015). According

to a recent Hewitt (2015) study, employee engagement levels are correlated with their

views of overall benefits. When compared to their less involved colleagues, he

discovered that engaged workers had a considerably more favorable opinion of the entire

benefits their firm provided. The concept of work involvement is intricate and

multifaceted. Despite some parallels, it shouldn't be mistaken with other concepts like

dedication, participation, and work satisfaction (Schaufeli, 2013).

Employees who regularly complete high-quality work within allotted time frames

are frequently the ones who help the company reach its goals. Offering financial

incentives as rewards allows for a fair evaluation of performance and allows for the

rewarding of assiduous workers based on their achievements. Employees who receive

monetary incentives have some control over their pay (Ali & Anwar, 2021). Businesses

operate in a dynamic and fiercely competitive world, and their ability to adapt to

changing circumstances not only helps them survive but also determines their level of

success (Lampel et al., 2014). Over the past ten years, organizational reliance research

has gained prominence because to growing evidence that resilient organizations are better

equipped to withstand and even prosper after more (Lampel et al., 2014). Because

employee engagement serves as a source of incentive for workers, particularly those at

lower levels, it is critical to an organization's effectiveness. It has been shown that there is

a positive correlation between work experience and customer happiness as well as a

positive correlation between job engagement and financial success Bakker (2012).

59
 Researchers contend that in order to keep top performers in the company,

rewards should be tied to productivity since people want to work for companies that give

them ample opportunity to reach their professional objectives and reach their full

potential (Gardener et al., 2011). It has also been noted that management practices are

becoming more bureaucratic and non-participative, which is often regarded as

incompatible with ideals of academic freedom and collegiality (Fanghanel, et al. 2012).

There is proof that a protracted and comprehensive transformation agenda, coupled with

periodic restructuring, has made many academic staff members' jobs less secure and

closer to change (Kinman & Wray, 2015).

According to the model, workers who feel that they are rewarded for their efforts

in a way that is "appropriate" will live longer and be happier, whereas workers who feel

that there is no reciprocity would be less happy (Siegrist, 2012). Numerous detrimental

consequences, including poor physical and mental health, trouble sleeping, job

discontent, sick leave, and plans to leave, have been linked in studies to workplace stress

(Dicke et al., 2010). While there is conceptual overlap between over-commitment and

involvement—both imply a strong sense of internal motivation to work excessive

hours—employees who are overly committed to their jobs are particularly vulnerable to

work-related stress because they have fewer opportunities for recovery (Sarchielli, 2012).

While the model was a less effective predictor of academics' intentions to quit their

present employer, it did explain a sizable percentage of the variance in their mental health

and work satisfaction. Academics self-report exceptionally high rates of mental health

issues, according to research done in many countries (Kinman & Wray, 2015). Research

indicates that this kind of assistance not only safeguards well-being and job happiness but

60
also enhances job performance and fortifies workers' sense of loyalty to their employer

(Mark & Smith, 2012).

According to Bussin and van Rooy's (2014) research, rewards choices varied

significantly (as a function of age) among generational upholders. Organizations should

be conscious that their rewards models are more than just bouquets of perks and prizes

with no uniqueness and no competitive edge, according to (Bussin & Van Rooy, 2014).

Employees may receive greater value from incentive and benefit programs that are

customized. Finally, any variables that could contribute to more variation in the specific

study's setting should be the subject of future research. "While the presence of money

may not be a very good motivator, the absence of it is a strong de-motivator," according

to Deeprose (2014). Furthermore, financial benefits are important not just as a method of

trade but also as a very concrete way to acknowledge someone's value, boost self-esteem,

and represent accomplishment and status.

Misra and Dixit (2013) state that there is a strong correlation between an

employee's success in an education incentives system and both monetary and non-

monetary rewards and perks. According to Puwanenthiren (2011), the reward system is

made up of all the elements of the organization, such as the people, procedures,

guidelines, and decision-making processes involved in giving workers advantages and

compensation in exchange for their work. Employee job satisfaction has increased due to

the strong association between incentives and performance. Success and a sense of

accomplishment at work follow from job satisfaction. Employee job satisfaction has

increased due to the strong association between incentives and performance. Scholars

have noted that businesses use a variety of tactics to encourage and gratify workers to

61
perform better (Akhtar, et al. 2015). The current study examines the impact of total

compensation on worker performance while controlling for motivation. According to

research, it would be beneficial to examine overall rewards in connection to performance

from the standpoint of motivation (Akhtar, et al., 2015).

The current study examines the impact of rewards on worker performance while

controlling for motivation. Scholars have proposed that the motivation viewpoint should

be used to examine the relationship between total rewards and performance (Akhtar, et

al., 2015). If a reward system includes non-financial components, people will see it as fair

(Jiang, et al. 2009). According to Bari et al. (2013), companies that prioritize non-cash

rewards foster a favorable perception of the company in the eyes of its workforce, which

contributes to worker happiness. In a similar vein, Olafsen et al. (2015) have made the

case that workers in highly supportive and conducive work environments are extremely

content regardless of their low salary, whereas workers in less supportive environments

place a greater emphasis on financial compensation to make up for their unfavorable

work environment. Additionally, a poll has shown that employees place greater value on

non-cash benefits than they do on cash rewards.

Tausif (2012) discovered that, in comparison to their younger counterparts, elder

employees are happier with the quantity of non-financial compensation. Additionally,

research indicates that employees view a reward system as fair if it incorporates non-

financial elements (Jiang, et al. 2009). According to Bari et al. (2013), companies that

prioritize non-cash rewards foster a favorable perception of the company in the eyes of its

workforce, which contributes to worker happiness. In a similar vein, Olafsen et al. (2015)

have made the case that workers in highly supportive and conducive work environments

62
are extremely content regardless of their low salary, whereas workers in less supportive

environments place a greater emphasis on financial compensation to make up for their

unfavorable work environment. According to Ahmad et al. (2019), research on the effect

of monetary awards on worker performance has shown that cash bonuses increase

workers' motivation. According to Yousaf et al. (2014), people need to be able to operate

both independently and collaboratively in the modern workplace. This capacity is linked

to high creativity and initiative responsibility. It has been discovered that the deceptive

variables that can predict success are motivation and performance.

Organizations must place a high priority on human capital in order to be

financially stable and competitive as they fight to survive in the volatile, dynamic market.

Nonetheless, there are additional variables that impact an organization's performance;

namely, the presence of productive personnel, who are both effective and efficient

(Muhammad & Yazdani, 2013). Utilizing human resources effectively and efficiently is

essential to improving an organization's overall efficacy and efficiency. Previous

research indicates that a variety of organizational behavioral elements, including

collaboration, employee empowerment, and training (Bhat, 2013), can have an impact on

employee productivity. Employees may genuinely acquire the information they need to

function effectively in an organization through continuous training. An organization will

have a higher chance of gaining more commitment if it can create an atmosphere that

prioritizes training that its employees can appreciate (Hanif and Abdullah, 2013).

According to Saifullah et al. (2015), employee empowerment is a noteworthy tactic

employed by several organizations to enhance the capabilities and engagement of their

63
workforce. The underlying assumption is that employees who have greater empowerment

would likely do their jobs more effectively. Benrazavi and Silong (2013) stated that as a

significant element that influences worker performance. In order to accomplish a shared

objective, teamwork is a cooperative activity in which members of an organization form

specific groups and exchange information and skills.

According to Kawara (2014), one popular strategy for boosting employee

productivity is to use various incentive schemes that tie payments to the quantity and

caliber of work produced. Enhancing an organization's overall efficacy and efficiency

necessitates the efficient and effective use of its human resources. Previous research

indicates that a variety of organizational behavioral elements, including collaboration,

employee empowerment, and training (Bhat, 2013), can have an impact on staff

productivity. Employees may genuinely acquire the information they need to function

effectively in an organization through continuous training. An organization will have a

higher chance of gaining more commitment if it can create an atmosphere that prioritizes

training that its employees can appreciate (Hanif and Abdullah, 2013). Similar to this,

employee empowerment is a key tactic that many businesses adopt to enhance the

capabilities and engagement of their workforce, with the premise that empowered

workers would likely perform their jobs more effectively (Saifullah, et al., 2015).

Benrazavi and Silong (2013) also considered teamwork as an important factor

that contributes to employee productivity. Working as a team involves sharing

information and abilities among members of an organization in order to accomplish a

common objective. The emphasis on organizational-level interventions also reflects the

realization that, for an organization, preventing illness alone is insufficient; instead, a

64
more comprehensive strategy that takes into account the interdependence of worker

health, well-being at work, and productivity is required (Jain et al., 2018; Schulte et al.,

2017). According to Kortum (2014), the workplace is seen to be the best area for early

interventions as well as for promoting and safeguarding employees' health. Thus, it

would seem essential to understand how various aspects of the workplace either support

or obstruct sustained employment. Thus, in order to complete the task at hand efficiently,

the company or management needs to appropriately control the stress level. All the

elements that affect stress should be accurately recognized and monitored in order to

meet this organisational goal (Kamalakumati and Ambika, 2013).

Businesses and their employees have been struggling for a while because labor

employers are not following the international labor organization's protocol, which states

that employers should implement a stress management policy that will improve their

organizations’ efficacy and productivity as well as their employees' health and morale at

work (Bewell, et al., 2014). Employees won't do the task properly if they don't receive the

proper compensation from the business. Pay is a crucial factor that many organizations

consider when trying to retain and attract top talent. Stipend is all outward rewards that

representatives get within the shape of compensation, motivations, and a few benefits

(Lin et al., 2019).

Employee productivity will rise in the event that they receive fair wages and enjoy

a positive work environment. Increased worker efficiency can be achieved by creating a

great work environment for employees through proactive measures to build harmonious

relationships with managers, peers, and subordinates, as well as by providing adequate

infrastructure and offices. One of the most important factors in executing company

65
exercises is the work environment (Handaru et al., 2019). Workers are able to fulfil their

responsibilities to the fullest extent possible due to a variety of factors, including

inspiration that keeps them motivated to work continuously and teachable connections

that enable the company's goals to be achieved under the direction of those in positions of

authority who can create a positive work environment. It need help for someone to work

to the fullest extent possible because workers aren't essentially motivated to mobilize

their task execution properly. Inspiration is the motivating force behind this (Krisnayanti

& Utama, 2018).

It is hoped that with the motivation supplied by the company, employees will

fully contribute to work productively. The need to work arises from the needs that must

be met and the varying levels of needs in each employee, giving rise to differences in

motivation in achievement (Dhaliwal, 2016). The state's economy will be strengthened by

strong employee productivity levels, and this will raise living standards in a number of

areas, including employment, education, health, and other areas. The business serves as a

tool or way of addressing employee needs. Nonetheless, the organization was founded to

address the needs of individuals as well as to link the company's viability to productivity.

Companies nowadays must exist while fighting with one another due to the increasingly

fierce rivalry between them (Afia and Ranu, 2013).

Employee productivity and compensation are positively and significantly

correlated. This means that if an employee receives good compensation from their

employer, their productivity will rise, and if they receive poor compensation from their

employer, their productivity will fall (Santoni & Suana, 2018). According to Wicaksono's

(2015) research, productivity is defined as an employee's capacity to manage and use

66
their own resources in order to provide the best possible outcomes when carrying out

assigned duties and completing predetermined work. Workers are being impacted more

and more by the demands for flexibility, job intensification, and diversity. Any business,

regardless of size, will be fascinated by the significance of raising employee productivity.

According to Setiawan et al. (2018), economists and accountants believe that money is a

driving force behind high standards. The days of accepting or condoning such problems

among employees are long gone, thus in order to maximize productivity, it is necessary to

address the issue head-on and encourage people to do their best work.

According to Setiawan et al. (2018), one of the main factors influencing employee

productivity is remuneration as people are inherently motivated to work more when they

believe their efforts will be sufficiently rewarded. Although there are a variety of reasons

why individuals work hard, today's consumer society and competitive economy make pay

likely the most significant motivator. For the most part, money drives people's desires

and fundamental requirements (Abebe, 2018). In addition to scientific papers

demonstrating motivation, there is also an article (Cetin & Askun, 2018) claiming

intrinsic motivation of employees directly has a good relationship with performance.

According to a case study from Green et al. (2017) states employees are engaged based

on organizational performance so that employees are motivated.

According to Zen (2023), an employee's productivity is determined by how

much of the time they spend physically present at work as well as how well they think

and perform when they are there. According to Nuraeni et al. (2022), a manager's ability

to inspire and assess worker performance might influence how productive their team is.

To increase staff productivity, businesses need to understand the factors impacting

67
employee job productivity (Wirawan et al., 2018). According to Douw et al. (2021), there

are a number of internal and external factors that affect employee work productivity.

Competence, motivation, and work discipline all affect how productive people are at

work, claim Marlapa and Mulyana (2020). According to Yuliansyah and Marzoeki

(2018), compensation and work motivation are two elements that affect an employee's

employee productivity. In contrast to the findings of Haryati and Sibarani (2015), training

has an impact on how productive workers are at work.

Ishaya (2017) asserts that workers are more productive at work when they are

highly driven. As stated by Hasibuan (2016), motivation is the process by which

individuals direct their potential and strength into collaborating and fervently working

towards the accomplishment of predetermined goals. Research by Alanizan (2023)

demonstrates how motivation impacts output at work. In addition to motivating reasons,

compensation is one of the elements that influence employee productivity. Without a

doubt, every worker looks forward to feedback about the results of their labor. To keep

employees' confidence and devotion to the company, it is important to provide incentives

for their hard work, including remuneration. According to Salam et al. (2022), receiving

fair remuneration may also go a long way towards making employees feel valued for

their efforts to the company. Businesses must ensure employee satisfaction in order to

increase output. Employee behavior at work will reflect their perception of a better level

of job satisfaction if it matches their expectations, according to Apriliyantini et al. (2016).

Employee satisfaction has an effect on employee productivity, according to

research by Pawastri et al. (2018). Similar results were also obtained by Mohammad et

al.'s (2019) research, which indicated that employee contentment affects worker

68
productivity. Satmoko (2018) asserts that if remuneration influences work satisfaction

through job satisfaction, balance will be impacted by job satisfaction. If compensation

influences job happiness via settlement, then there's little doubt that productivity will

increase. The results of Saharuddin and Sulaiman's (2016) study, which indicated that

factors linked to pay, and promotion had a favorable and substantial influence on job

satisfaction, morale at work, and productivity, lend credence to this claim. Workers that

receive direct remuneration will be more productive at work because they feel content in

their jobs, where their pay or incentives are determined by the amount of work they

complete. Calvin and Dlamini (2017) discovered a strong correlation between pay and

job happiness, which raised output. According to study by Kelechi et al. (2016), adequate

administrative salary has a positive connection with work satisfaction and staff

productivity.

Increasing worker output is one of the top priorities for every organization's

management. The literature makes clear that there is a dearth of theoretical and empirical

study on employee productivity, despite the topic's significance. Furthermore, it should

be highlighted that there aren't much research looking at how cooperation, employee

empowerment, and training affect productivity in an Asian setting (Hanaysha, 2016).

According to Richard et al.'s research from 2023, data provided by employees was used

to analyze the impact of remuneration on employees' productivity. First, firms that

utilized compensation methods in either form of financial, fringe, or non-financial

benefits are expected to see the task accomplished by their workers increase significantly.

Second, the quality of job employees deliver are expected to get better when the

compensation method is either non-financial, financial, or fringe benefits. These results

69
are empirical support to the hierarchy of needs hypothesis and indicate that compensation

predicts employee productivity.

According to Wardoyo (2015), organization is supposed to uphold the

disciplinary standards that have existed since its personnel have enforced the current

standards. Additionally, be mindful of employee remuneration in order to take a more

proactive approach to raising worker productivity. The corporation may utilize the

findings of its research as one of its policies. According to Enyiamaka et al. (2023),

bonuses, allowances, and fringe benefits have a major and favorable impact on workers'

productivity. In summary, in order to optimize productivity, organizations need to give

priority to the important compensation factors that were discovered during this study. Pay

is only one component of the compensation package; employees also need to meet their

demands in terms of self-actualization and psychology. Offering the most competitive

pay will aid the company in luring and keeping the greatest employees. The benefits

package needs to align with the norms of the sector. In order to inspire employees to

improve their performance and boost organizational efficiency, a competitive benefits

package is essential (Reddy, 2020).

Samnani and Singh (2014) came to the conclusion that when competition heats up,

businesses would look for methods to encourage their staff to perform at greater levels in

order to stay competitive. In fact, there is frequently a clear correlation between worker

productivity and organizational success. The incentive structure of the company may

have a significant impact on how well employees perform. When creating incentive

systems, HRM professionals and compensation experts must take a number of things into

account. The desire to maximize pay will likely drive many employees, and performance-

70
enhancing compensation strategies can be crucial in assisting staff members in achieving

better compensation levels. According to Aguenza and Som (2012), businesses should

create a statistically sound method for rating each worker's real output and then weigh the

results against the expense of hiring each person in order to combat lower employee

productivity. After that, assist staff members with their jobs by being proactive. Each

employee will feel better equipped to carry out his duties with assurance and direction the

more knowledge he knows. It shouldn't matter whether workers are using social

networking sites while at work provided, they are putting in a lot of effort and producing

deliverables on schedule.

Additionally, it's critical to treat staff members with decency and respect as this

will boost their output and strengthen their sense of commitment to the company. The

impact of benefits on employee productivity was examined by Kang et al. (2016) using

panel data collected in Korea between 2005 and 2009. The findings imply that perks,

such as engagement or loyalty to the company, have a favorable impact on employee

productivity through the labor-embodied effect. Managers must so focus more on

understanding why the link between benefits and employee benefits may be explained by

the labor-embodied impact alone. Therefore, to strengthen the disembodied impact,

improvements must be made to the labor policies and institutions. This impact also

suggests that in order to foster positive employee connections, businesses must

understand how to run, oversee, and enhance their benefits offerings.

Another person is the object in interpersonal relationships, according to

Kleptsova and Anatolyevich (2016). While a person is never free from his or her own set

71
of expectations, assumptions, orientations, attitudes, and dispositions that shape how

other people are regarded and evaluated, interpersonal connections are also described as

mutually oriented. People's interpersonal connections vary during the course of their life

due to a variety of factors, including age, personality traits, career preferences, and

societal shifts. According to Kleptsovaa and Anatolyevich (2016), interpersonal

relationships in Russian psychology are characterized as subjectively perceived

connections between individuals that objectively show themselves in the ways of mutual

influence and character in the course of people's communication and shared activities.

Research has repeatedly shown a connection between poor quality connections and poor

mental health outcomes in young people. Kennya (2013) believes that the development

and maintenance of secure interpersonal relationships is a fundamental human desire.

Workplace connections are distinct interpersonal relationships that have

significant ramifications for both the individuals involved and the organizations in which

they form. Prior research on interpersonal connections has demonstrated that a worker's

capacity to perform and be productive is strongly impacted by their workplace

relationships, which in turn affects customer satisfaction (Mamta & Harges, 2013). In

recent years, interpersonal relationships and communication have continuously been

ranked highly as critical components of good work performance in organizations. Kumar,

Amit (2014). For this reason, businesses—including deposit money banks—place a

premium on effective interpersonal communication inside the workplace. It is important

to stress that a major barrier to customer satisfaction in banks is the lack of good

interpersonal and communication skills among staff members (Nwinyokpugi &

72
Omunakwe, 2019). A good work atmosphere and speedier target achievement are two

benefits of having strong employee relationships (James & Nickson, 2013).

According to research by Eaton and Kilby (2015), 72% of respondents said that

interpersonal relationships were crucial for organizational productivity. They also

assert that the permissible degree of interpersonal communication at work moderates or

attenuates the amount of productivity attained in an organization. Teams are now seen as

essential to an organization's ability to operate in the modern business environment.

Numerous studies have shown a favorable correlation between teamwork and the caliber

of goods and services provided by an organization, which has made the employment of

teams easier (Neelam and Shilpi 2015). Productivity in the workplace is greatly

influenced by a number of elements, such as employee communication, personality or

dispositional differences, trust level, team building, compatibility, listening skills, and

respect (Obakpolo, 2015).

It is stated that because employees spend around 50 hours a week at work,

friendships at work develop as a result of their extended work hours. Positive effects on

the workers' performance may result from these ties (Gaur & Ibrahimi, 2013). According

to Bodika and Aigbavboa (2018), building interpersonal relationships is a difficult task

that benefits those who put in the effort. The social tie, connection, or affiliation between

two or more individuals is known as an interpersonal relationship. Furthermore, a

company's interpersonal relationships will help its employees' interpersonal abilities at

work. As a result, interpersonal interactions at work have a significant influence on each

73
employee as well as the organization as a whole. According to Bodika and Aigbavboa

(2018), in order to create a positive work environment that encourages cooperation

among employees, managers must also make an effort to include human relations within

the company's policy. The study also shown how strong interpersonal ties inside the

company foster a union and raise employee happiness, both of which increase workers'

productivity. The study suggests that managers of construction companies include strong

interpersonal relationships into their business goals because of the benefits that follow

from doing so.

As per Choudhary and Thapa's (2011) findings, invalidation could be a

fundamental element of various types of interpersonal conflicts as it conveys messages of

non-acceptance (or rejection), criticism, disrespect, contempt, and/or disregard for the

personal worth of others. Moreover, it frequently leads to heightened emotional arousal

and mistrust of oneself and others. Emotion management may be a key therapeutic goal

for this population given the variety of emotional issues, such as envy and rage, that arise

in social contexts for a lot of people. All individuals differ from one another due to

factors such as age, perspective, educational background, and religion. When individuals

with diverse perspectives, ways of thinking, and generations work together in one

location, there's certain to be a situation where these disparate groups of people don't all

agree on everything. It will eventually have an impact on people's interpersonal

relationships at that moment (Saxena, 2014).

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 According to Saxena (2014), a positive interpersonal relationship among

workers is one of the key components of an organization's efficient operation. It might

not seem revolutionary to concentrate on good connections in the workplace, but as was

previously said, the majority of workplace relationship research has been on negative

relationships, as well as their predictors and consequences (Reich & Hershcovis, 2011).

According to Tewfik (2020), an ongoing investigation into the how, why, and—perhaps

most importantly—when the intrapersonal discomfort linked to workplace impostor

thoughts may lead to interpersonal comfort in the form of interpersonal effectiveness—as

noted here—as well as other potential advantages, will present a challenge for

organisational scholars seeking to advance understanding. Simultaneously noting any

drawbacks might improve this strategy and help put found upsides in context. Building

strong interpersonal relationships is one of the fundamental strategic management

practises that many organisations across the world have adopted, claim Ayofe and Martha

(2022). Through boosting institutional engagement, interpersonal relationships foster an

atmosphere that fosters innovation and creativity, which in turn boosts productivity,

lowers staff turnover, and enhances organisational performance overall.

It was found that an employee's interpersonal relationships inside the company

create the ideal environment for communication and their individual contribution to the

growth of the company. It was discovered that elements including team building

activities such working as a team and good communication, such as valuing and

appreciating employee viewpoints inside the organization (Ayofe & Martha,2022). Other

ones include social support and teamwork. According to Ayofe and Martha's (2022)

75
research, positive interpersonal relationships enhance employee performance through

better communication, motivation, teamwork, and mutual aid. These improvements in

employee performance also translate into improvements in the organization's

performance, whereas negative relationships within the organization cause conflict and

unhealthy rivalry, which tends to dampen the performance of the employee instead of

improving it. Scholars have come to understand that trust plays a crucial role in both

defining organizational behavior and determining the success of an organization (Kaasa,

2016).

Lazanyi K. & Bilan Y. (2017) said that trust is an interpersonal phenomenon that

affects institutional, societal, and social processes. While distinct cultures can be

distinguished by varying degrees of trust, individuals within different cultures cannot be

said to share the same degree of trust. There are differences in the degree of trust across

generations. The number of single people is increasing in today's world, and

organizations may be important providers of social support by connecting their

employees with reliable people (Lazanyi K., Bilan Y., 2017). Lachowski (2018) asserts

that a person's total degree of job satisfaction is highly dependent on their ability to form

favorable interpersonal interactions at work, particularly with superiors. These

connections can be made with other workers as well as with colleagues in similar jobs. It

was discovered that a greater frequency of depression was linked to unsuitable

relationships in the workplace, which were indicated by interpersonal disputes. When

comparing males with a low professional position (manual workers with a low

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educational level) to men with a higher education level who were not manual workers,

the relationship between interpersonal conflict and depression was substantially stronger.

Although humans are fundamentally social creatures, interpersonal relationships

are not always healthy. While interpersonal relationships may influence us in positive

ways, they may also have important negative effects (Ahmed, 2012). Interpersonal

difficulties related to interdepartmental activities within an organization included issues

such as poor cooperation, organizational politics, and similar activities. Certain behaviors

associated with job burnout have been observed in a wide variety of occupations. These

behaviors include a tendency on the part of an individual to blame others in an

organization for one's own problems, increased absenteeism, increased involvement in

interpersonal conflicts and confrontation, and increasing isolation from others in the

organization (Ahmed, 2012).

Workplace friendship describes the quality of interpersonal relationship

between individuals in the workplace where the relationship is characterized by mutual

trust, commitment, reciprocal liking, and shared interests or values, which are driven by

communal norms and socioemotional goals (Pillemer and Rothbard, 2018).

Organizational research has found workplace friendship to have positive influences on

both the employees and organization such as enhanced job significance (Mao et al.,

2012), team-member exchange, well-being (Craig and Kuykendall, 2019), and innovation

(Lu et al., 2017). For example, subordinates become energized when they receive a sense

of calling and membership from their spiritual leaders, which in turn, make them more

capable of performing their jobs (Yang et al., 2019).

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 Owens et al., (2016), as its focus on energy generated from interpersonal

interactions is in accordance with the interpersonal nature of workplace friendship. In

essence, relational energy captures energy derived from social interactions (Baker,

2019). Healthy interpersonal relationships at work are manifested by trust, respect,

acceptance, understanding and empathy for each other, as conferred by Kripakumar

(2015). Relationships value to an employee to such an extent that as an individual, an

employee thinks of his work more in terms of the interactions and feelings he exchanges

with his colleagues. Employees tend to pay more attention to their interpersonal

incompatibilities and the experience of a loss of social associations at work results in

poor concentration and focus (Bouckenooghe, et al., 2014). Relationship conflict in the

workplace roots in consequences that are highly negative for individuals and

organizations like an increase in anxiety, stress and poor task performance as asserted by

De Wit et al., (2012).

Interpersonal Regard (IPR) reflects understanding and accepting other person’s

perspective even if it mismatches with our own point of view and making them realize

that they are valuable. Respect involves treating each other with due regard for their

individual feelings, wishes, and rights in an organization (Rudolph et al., 2020).

Interpersonal relationships have been studied by Obozov (2019), who defines

interpersonal relationships as mutual readiness of people to communicate in a certain

way, accompanied by emotions (positive, indifferent, and negative) in the context of

communication and other shared activities. In this case interpersonal relationships can be

assessed: according to the presence of personal and shared emotions, as positive,

negative, or indifferent; according to the presence of mutual understanding as adequately

78
and inadequately understood; characterized by cognitive identification between subjects

of communication, a tendency of resistance, cooperation or inaction (Kleptsovaa and

Anatolyevich, 2016). Kleptsovaa and Balabanova (2016) research analysis of scientific

literature, the multilevel organization and classification of interpersonal relationships in a

group, depending on the affective, gnostic, and astrometric aspects, are in the focus of

attention. Interpersonal relationships at work are considered a result of mutual activities,

interpersonal relationships of a person are considered a result of the presence of certain

feelings, and estimative interpersonal relationships – because of mediating, awareness,

and goal setting. The astrometric aspect of relationships is represented in functional and

role interpersonal relationships, that include values, norms and roles of cultural activities

and socialization of a person.

The study asserts the significance of interpersonal relationships at work, as the

conflict in relations hampers the performance of an employee, which in turn affects

organizational performance. Tafvelin et al., (2020) also established through their research

in a service sector, relationship conflict affects well-being of employees negatively,

pointing to the need to pay attention to the relationships at work. Seeking the significance

of relationship quality at work, especially in the service sector, the current study has

focused on studying interpersonal relationships among employees of the service sector.

The scale developed in the present study incorporates the important dimensions

measuring the quality of relationship among employees. Supporting the above study,

Johnson & Krijtenburg (2015) assert that with the relationship of upliftment in a group,

relationships are underpinned. In a social relationship, the feelings of mutual acceptance

79
from employees, the open and accepting social climate at work increases a person’s

feelings of self-worth (Rydstedt, et al., 2012).

In line with the above declaration by the author, Peyrat-Guillard & Glińska-Neweś

(2014) found that mutual acceptance significantly influences interpersonal relationships

while along with this Gordon et al., (2012) furthermore stamps that appreciation is a

significant element for successfully maintaining the bonds in relationships and groups.

Singh and Aggarwal (2022) concluded that factors like workplace harmony, mutual

acceptance and upliftment have received limited attention in the literature exploring

interpersonal relations, which the current study has covered. The scale will help

organizations to measure the quality of interpersonal relationship in terms of workplace

harmony, mutual acceptance, and upliftment, which will enable organizations to

understand the interpersonal relationship among employees in more precise ways, thus

helping them in coordinating their efforts in the areas which lacks in maintaining quality

interpersonal relationships.

Job assignment is essential in crowdsourcing systems (Chen & Yin 2013), but it

faces the following challenges. First, users have different preferences towards jobs. We

follow the hierarchical classification of Kauhanen and Napari (2012). They apply the

descriptions of jobs to sort them into six hierarchical levels, assigning the job titles to

levels as follows. The top of the hierarchy consists of managerial jobs associated with

financial responsibility and administrative duties. Jobs that require a substantial expertise

and in which the operational environment is complex are allocated to the second level.

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The third level also includes expertise jobs associated with varying operational

environments, but in which the required level of prior experience is lower than in jobs at

the second level. Jobs at the fourth level require reasonable level of expertise acquired

either through formal education or through work experience, but the problems to be

solved are less complex than in jobs higher in the hierarchy. The second‐to‐last level

includes jobs for which some prior work experience is needed, but for which the tasks are

repetitive in nature. The bottom of the hierarchy consists of routine jobs with low

educational requirements involving repetitive and simple tasks.

Our work builds on prior studies that have shown how internal and external hires

differ in education and experience (Kauhanen and Napari 2012) and on the theoretical

literature on internal and external hiring (DeVaro, 2014). Our study complements recent

work that explores the signaling role of prior work history and the idea that employers

draw inferences about the ability of prospective hires by observing their histories of “job

hopping”. Fan and DeVaro (2014). In fact, external recruits have been found to be more

educated and experienced than internal hires (Kauhanen & Napari 2012). The role of

prior work history has been explored but in a limited way. Most of the work on the

signaling role of promotions (DeVaro, 2014). employees who experience high work-life

balance are those who exhibit similar investment of time and commitment to work and

non-work domains (Omar, et al. 2010). In a more recent study, according to Haar et al.

(2014), work-life, balance as an individual's perceptions of how well his or her life roles

are balanced, which is consistent with recent study (Kossek et al., 2014).

Shah et al. (2011) added, in large organizations, employees received several tasks

to be completed within a short period of time. This causes employee to be pressurized to

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complete their entire task to meet the deadline. An inner environment characterized by

innovation trust allows employees to more freely introduce new ideas, knowing that their

co-workers would respond positively to new ideas and their social ties would remain

intact (Bysted, 2013.) Moreover, we include innovation trust as a mediator because of a

positive relationship between innovation trust (Bysted, 2013); and we believe that

individual with better person–organization fit and person–job fit will be highly socialized

with co-workers to generate and implement ideas without creating dysfunctional work-

related conflicts and innovation trust reduces such conflicts. Innovative work behavior

seeks employees to pursue proactive behaviors in the form of personal initiatives and

novel ideas which are directly linked to effective performance in organizations (Jimenez

and Sanz-Valle, 2011).

The causes of stress among bankers were found to be higher targets, salary,

workload, timings, public dealing and lack of management and peer support, the

responsibility of controlling the developing stress in any work setting lies on both the

management and employees (Badar, 2011). Li et al., (2011) In addition, a recombination

and select strategy is employed to determine the survival of the bees and Taguchi

method-based parameter setting is investigated in design of experiment. Researcher

considered the production planning when inputs have different and uncertain quality

levels and discussed different decision variables in remanufacturing engineering. Junior

and Filho (2012) reviewed the literatures on production planning and control in

remanufacturing, seventy-six papers were examined and classified. However, there are

few literatures on reprocessing scheduling in remanufacturing. In addressing this

dilemma, it is useful to consider whether international experiences cultivate a

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competency in strategic thinking among organizational leaders, particularly those who

are poised to rise to the senior ranks. Strategic thinking competency refers to the

knowledge, skills, and abilities leaders need to formulate value-creating strategic goals

and strategies (Dragoni et al., 2011).

International work experience research predominantly focuses on the experience

of being sent overseas for an expatriate assignment. Limited insight exists into other

forms of global work experience even though these forms are growing in prevalence

(Shaffer et al., 2012). Leader development scholars have either examined the implications

of broad conceptualizations of developmental experiences, thus obfuscating the more

specific impact of global work experience’s (Dong et al., 2013). A promising, yet

understudied possibility is that the qualitative nature of leaders’ experience also

determines their ability to translate experience into competency gains—a logical

inference given that development accrues from the combination of multiple experiences

(Yip &Wilson, 2010). This study is also poised to contribute to the international work

experience literature. Most of the international work experience research has focused on

expatriate assignments as the dominant form of global work experience and expatriate

adjustment as the primary criterion of interest (Shaffer et al., 2012) Although the

experience of working on a multicultural team has been suggested as developmental

(Shaffer et al., 2012).

Extended work may be associated with a variety of other work features, such as

supervisor functions, larger workloads, and general flexibility (Arlinghaus & Nachreiner,

2013). Therefore, we should remain cautious when inferring causal relationships from

83
between-person differences in cross-sectional studies. Within-person approaches may

overcome this limitation (Dettmers, 2015). Recent research on work-home boundaries

emphasizes that individuals may systematically differ in the ways in which, as active

agents, they manage the boundaries between the work and family domains (Kossek et al.,

2012). Previous studies have demonstrated that availability requirements during nonwork

hours may be associated with impaired mood (Bamberg et al., 2012). Referring to

boundary theory (Kossek et al., 2012), we assume that a lack of boundary control and

work–family conflicts due to extended work availability may decrease positive mood in

terms of valence. Furthermore, a feeling of insecurity concerning work demands may

impair calmness.

Finally, the lack of work time control and the permanent anticipation of work

demands further tax one’s resources, which fosters feelings of tiredness. Therefore, we

assume that work availability during non-work time will be negatively related to all three

facets of mood the next morning (start-of-day mood). The results of the post hoc analysis

revealed the moderating role of person-level detachment. Participants who reported high

general psychological detachment during nonwork hours perceived fewer detrimental

effects of extended work availability (Kosek, 2012). When financial institutions such as

banks make credit transfers to other banks, at present, payment to the recipient account in

real time is typically only made during the period between morning and late afternoon on

weekdays. As a result, from late afternoon until morning on weekdays and on Saturdays,

Sundays, and holidays, even when credit transfers are made using a cash machine or like,

in most cases the payment is not actually made to the recipient account until the morning

of the following business day (Yanagawa, 2016).

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 Previous research (Bamberg et al., 2012; Derks et al., 2014) has identified

individual (personality, norms) and contextual factors (work resources) that may explain

the significant individual-level variation in the effect of extended work availability.

Extended work reduces the opportunity for sleep and restitution. Since sleep is essential

for cognitive functioning, restricted sleep or insomnia may diminish alertness and

cognitive functions, thereby increasing the risk of occupational accidents or injuries.

Many critics stress that, by allowing employers to contact their employees at all hours,

mobile technologies encourage work problems to colonize the times and spaces once

reserved for family life (Duxbury et al., 2014). Others, however, argue that by making

place irrelevant, these devices also afford novel opportunities for flexible working hours

and for reconciling the increasingly complex temporal regimes of dual-earner families

(Rose, 2013).

Killian & Wajcman (2017) have emphasized here that while the total amount of

time worked is key to time pressure, when and where you work is also important. A

strong trend towards people using technology to extend work beyond the traditional

working day would certainly help explain common perceptions about increasing time

pressure. While digital devices are now completely integrated with work extension

practices, we found that increasing time pressure was tied equally to work time both

while using and not using devices (Killian & Wajcman, 2017). According to Goffeng et

al., (2018) measurements at night indicate a satisfactory recovery from the extended

shifts. The analyses did not reveal any adverse effects on parameters from a shift scheme

consisting of a compressed week in which the shifts include an extra one-hour break with

opportunities to rest while lying down. Goffeng et al., (2018) added that non-standard

85
work schedules are becoming an increasingly frequent aspect of modern society and have

become more diverse and irregular, including night shifts, extended daily and weekly

working hours, and less time for rest and recovery.

Extended work may include long working days, long working weeks

(exceeding 40 h), or compressed working weeks (long daily hours and normal weekly

working hours). The use of extended daily working hours and extended or compressed

working weeks followed by several days off has traditionally been practiced. Extended

work refers to a work shift that differs from the normal work time of eight hours per day,

for example, due to overtime working or an extended work shift in the work schedule. In

general, extended work shifts are combined with “compressed work weeks”, i.e., longer

working hours each day but fewer days worked each week. In previous studies, long

working hours have been shown to be associated with cardiovascular diseases, self-rated

health problems, work-related stress, and fatigue (Pansanen, 2013). Studies reported that

working long hours disrupts the daily clock of humans, which could impact the

occupational health and safety of workers.

Accordingly, employees who work 50 hours or more a week have 30% greater

chances of contracting stroke and cardiovascular diseases compared to others on 35 - 40

hours per week schedules (Palathoti et al., 2023). This observation arises from

occupational stress, which could have health consequences such as mental health issues

among others". Consequently, long working hours are also linked to several health issues

such as an increase in myocardial infarction (otherwise known as a heart attack), loss of

coordination, and concentration which could result in serious injuries, accidents, or even

86
fatalities (Palathoti et al., 2023). It could result in loss of productivity, which in turn

could result in losses in the form of lost income/revenue or man hours for the company.

Palathoti et al., (2023) concluded numerous studies in the literature examined the

relationship between long working hours and productivity in the workplace. A study

revealed that long working periods cause stress and fatigue which exert significant

consequences on the output of workers," Accordingly, the consequences include loss of

productivity, high labor costs, and profitability overall. Similarly, a researcher reported

that extended working hours have the potential to lower productivity, although the

authors also opined that working for shorter (e.g., below 30 hours per week) does not

inevitably result in enhanced efficiency. However, another study revealed that long

working hours also have some positive outcomes on productivity in the workplace

provided this duration does not exceed the set threshold. They reiterated that long

working hours could lead to the condition termed "positive state of mind for work" and

"work engagement", which leads to increased commitment and work productivity

(Palathoti et al., 2023).

Extended work described as the period in which a person spends physical and

mental effort to perform tasks required in the workplace. Important keys for work are

featured with the working time characteristics of work, such as time-of-day, working time

duration, and type of shifts; and work characteristics, such as work demands, and

psychosocial context of work (Jeon & Kim,2022). Manual and non-manual workers gave

significantly varied reasons for long hours working. The reasons given for long hours

working depended on whether overtime was paid or not paid (Matre et al.,2018). Paid

overtime was most found amongst manual occupations. Where overtime was paid, the

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main reason given for overtime working was to ‘increase pay,’ while the second most

important reason was related to the need to meet the requirements of the job (Matre et al.

2018). Unpaid overtime was most common amongst manual and professional workers.

Where overtime was unpaid, the main reasons given for overtime working were related to

the requirements of the job (Matre et al., 2018).

Takahashi (2012) concluded that work schedules affect every aspect of working

life; improper scheduling may result in sleep restriction and/or disturbance, which could

then lead to dire consequences for everyone. However, work schedules can be modified

to ensure that workers are able to get optimal levels of sleep before, sometime during,

and after the work period. In 2016, the World Health Organization (WHO) and ILO

found that 8.9% of the world’s population were exposed to long work hours (55 hours or

more). They also attributed 3.7% of the ischemic heart disease deaths and 6.9% of the

stroke deaths to long work hours (Kang et al., 2023). Kang et al., (2023) posited that

changes in work hours can have a negative impact on workers’ health conditions other

than cerebrovascular diseases too.

Working long hours can negatively affect the mental health of workers, leading to

sleep disorders, depression, anxiety, and suicidal thoughts instead of the expected

increase of the organization's productivity. A lot remains unknown about the effect of

working hours on labor productivity. In theory, there could be two opposite effects. On

the one hand, longer hours can lead to higher productivity if a worker faces fixed set-up

costs and fixed unproductive time during the day, or if longer hours lead to better

utilization of capital goods (Collewet and Sauermann, 2017). On the other hand, worker

88
fatigue could set in after a number of hours worked, so that the marginal effect on

productivity of an extra hour per worker starts decreasing (Pencavel, 2015).

Extended work is a ubiquitous phenomenon amongst most organizations and

companies where the length of time spending on work, comprising main tasks of job,

related tasks, commuting, and travel, is too long and detrimental to the health of workers

directly or indirectly (Bannai & Tamakoshi, 2014). Epidemiological studies have shown

the negative effects of long working hours on the risks of cardiovascular diseases, chronic

fatigue, stress, depressive state, anxiety, sleep quality, all-cause mortality, alcohol use

and smoking; and self-perceived health, mental health status, hypertension, and health

behaviors. Similar results have been found for long working hours by other studies, for

instance, myocardial infarction, poor physical health and injuries, alcohol consumption,

smoking, physical inactivity, and depression (Wong et al., 2019). Golden (2012), much

has been written in the fields of occupational health and safety, labor-industrial relations,

work organization and work/life research, documenting the extent to which longer hours

of work per day or per week tend to undermine a worker’s job performance, including

productivity per hour. While additional working hours may reflect a worker’s work ethic

or commitment to the job, workplace, employer or labor force and the hope of attaining

higher current or future earnings, at some point, longer working hours inevitably begin to

create risks and time conflicts that interfere not only with the quality of non-work life, but

also on-the-job performance. In addition, when considered within a longer time horizon

and from a broader perspective, productivity and the firm’s labor costs may be affected in

many indirect ways.

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 Carmichael (2015) wrote: "If your job relies on interpersonal communication,

making judgment calls, reading other people’s faces, or managing your own emotional

reactions — pretty much all things that the modern office requires — I have more bad

news. Researchers have found that overwork (and its accompanying stress and

exhaustion) can make all these things more difficult. Even if you enjoy your job and work

long hours voluntarily, you’re simply more likely to make mistakes when you’re tired —

and most of us tire more easily than we think we do. Only 1-3% of the population can

sleep five or six hours a night without suffering some performance drop-off. In sum, the

story of overwork is literally a story of diminishing returns: keep overworking, and you’ll

progressively work more stupidly on tasks that are increasingly meaningless. "

As Guest (2017) acknowledges, for many years the central focus for much HRM

research has been on performance, with employee well‐being often a secondary

consideration, if considered at all. In an unpredictable and dynamic context, spillover of

strain might fluctuate, with consequences to well‐being embedding over time, thereby

questioning the sustainability of extended shifts in this setting. Although extended

working hours may seem like a win‐win in the short term, for longer‐term benefits to

emerge, choice, flexibility and opportunities for employee led flexibility will be key and

even more pertinent due to the ageing workforce in this sector.

According to (Elarabi, 2014) overtime duty is defined as the amount of time

someone works beyond regular working hours, workload is the amount of work that an

employee can or is expected to perform, and overtime utilization can be defined by four

attributes: control over working hours, rewards, time off duty versus time on, and

disruption due to a lack of preparation. Watanabe et al. (2016) reported that the effect of

90
overtime duty on mental health was small and not significant. In addition, the most recent

meta-analysis reported a significant relationship between long working hours and

occupational health, including mental health, by summarizing reports published after the

Spark’s article (Wong et al. 2019).

According to the literature, these varying results were due to not only study design,

lack of uniform confounders in the analysis, differences in cultural backgrounds, but also

inconsistent definition of overtime work. Additionally, the lack of severe cases in their

datasets may have also led to inconsistencies. Although overtime duty are not directly

related to suicide, depression is strongly related to suicide through suicide ideation and

attempts (Howard and Krannitz 2017). As a study found that people who committed

suicide tended to experience longer working hours than patients who survived (Takahashi

et al. 2018). Martin et al. (2019) used clustering to classify suicide cases of soldiers.

However, no study has employed a clustering technique for the overtime hours of

workers. Taking the results of cross analysis with patterns of overtime work into account,

an insufficient degree of job control and other social factors with increasing working time

may increase the risk of suicide among white-collar workers (Tsuno et al. 2019).. The

analysis of overtime is an important step towards development of appropriate staffing

strategies.

As a part of a performance improvement project, the clinical services division at

King Faisal Specialist Hospital and Research Center, Jeddah, Saudi Arabia decided to

study the relationship between overtime utilization and workload to explore utilization

patterns and develop evidence-based strategies and recommendations to improve it. little

of the research such as that cited above on the increase of teachers’ peripheral duties is

91
backed by actual data. Increasing workload simply means growing busier and contains

nuances of changing duties. Extended work has been implicated in a range of physical

and mental health impairments, including hypertension, cardiovascular disease, obesity,

and depression (Bannai & Tamakoshi, 2014). High turnover rates (Steinmetz et al. 2014),

sickness absence (Lallukka et al. 2014), and increased risks of accidents and injuries

(Uehli et al. 2014). In seeking to understand the pathways by which long work hours are

associated with these adverse individual and organizational outcomes, sleep has been a

central focus of attention.

More recently, prospective and cross-sectional studies have provided further

evidence that long hours are a risk factor for short sleep duration. Associations took a

linear dose-response form. Nakashima et al. (2011) reported similar findings, again

including a dose-response relationship between work hours and short sleep duration

although some evidence suggests that extended recovery sleep follows long hours of

work (Allen et al., 2014).

According to the European Commission (2017), only the United Kingdom had

conducted an evaluation of the effects of the requirements and derogations of the

Directive. This evaluation found that between 1997 and 2013 the reduction in the share of

employees working above the 48-hours limit can be described to a common international

trend towards reduced working hours. However, the findings suggest that the introduction

of the Working Time Directive has had some additional effects in reducing the number of

long working hours. In 2011 the social partners started a negotiation round, but this broke

down by the end of 2012. More recently the European Commission launched a new

attempt to revise the Directive, this time the form of a detailed impact assessment. This

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revision exercise ended in the publication in 2017 of a Communicative Interpretation.

Bannai and Tamakoshi (2014) provide a thorough and systematic review of

epidemiologic research on the potential detrimental impact of overtime duty with high

degree of employment-based social protection and employment protection, limited

numerical external flexibility, and bargaining system at the industry level regarding wage

and working time settings.

Spain belongs to the so called South European form of Capitalism, with moderate

social protection, but with high involvement of the state regulation of the labor market, in

particular regarding employment protection and binding statutory minimum wage and a

relatively high centralization of wage and working time bargaining (Bannai &

Tamakoshi, 2014). Romania belongs to the post-communist European countries. The

former represent ‘stressors and the latter ‘resources. Within the literature, most

researchers distinguish between two groups of sources of work–family conflict: family-

related sources and work-related sources (Michel et al. 2011), depending on the direction

of the work–family conflict (Michel et al. 2011). It has been argued that the ambiguous

impact of work–family policies can be explained by the fact that work-to-family conflict

depends more on the organizational context, e.g., job dimensions and support, than on

work–family policy use, as such policies are less embedded in the organization (Munir et

al. 2012). That different job dimensions are important sources of work-to-family conflict

(Michel et al. 2011).

Overtime duty or long working hours don’t provide employees the time to take

rest or to manage their family life. These all reasons lead to physical and psychological

93
stress (Kattak et al., 2011). Stress has a negative relation with organizational

commitment. If stress level increases, then the employee commitment with the

organization will decrease (Naqvi & Bashir, 2015). There is considerable variability in

the work hour policies and procedures used by each agency to staff sufficient officers

around-the-clock to meet demands for service. Despite this variability, shiftwork is

required across agencies operating 24/7. Results from survey-based studies suggest that

to help meet demands in this 24/7 operation, overtime is permitted and often unrestricted

(Reaves, 2012), and there has been a shift away from traditional 8-h work schedules

toward alternative schedules such as compressed workweeks (Amendola et al., 2011).

Outside of these hours with the law enforcement agency, secondary employment is

permitted with restrictions on the number of hours or types of work (Reaves, 2012).

Golden (2014) stated that the fear is that requiring overtime pay for some

salaried workers and thus requiring employers to keep track of the workers’ hours would

effectively transform these workers into hourly status workers. They thus might lose the

work-arrangement advantages or perks that may exist mainly for such salaried

employees, such as not having fixed work start and stop times or being able to leave

during or before the end of the workday for family, childcare, or personal reasons without

losing hours of pay. Thus, we address the question of whether a higher overtime salary

threshold would “hurt the very people it is intended to help” by reducing the flexibility

such employees have by virtue of their salaried pay status. Because the timing of work,

particularly extra work, matters to employees and not just employers, employers might

gain from operating businesses at night and/or on the weekend, creating a demand for

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workers at what might be unusual work times, whereas employees might prefer more

regular, daytime, weekday shifts (Golden, 2014).

Thus, many other countries have legislated penalty pay rates, independent of the

number of overtime hours, for work or shifts timed on weekends or at nights. For

example, in Portugal, work during weekday nights is penalized at a 25 percent rate, and a

much higher rate during weekend nights (Hamermesh 2014). Not surprisingly, the extra

cost to employers of operating at night or on weekends from these penalties does induce

employers to shift at least some of the demand for labor away from these "unsocial"

times to more standard times (Cardoso et al., 2012). Thus, by analogy, if employees

currently on a salary in the US are made no longer exempt, then it is likely that employers

will require less work that spills over into nonstandard work times of the day or week,

making such workers better off, on balance 6 Indeed, there is evidence that in at least two

countries, when hours of work were cut exogenously by policy, employers responded to

this overtime penalty by scheduling fewer weekly hours per worker, which in turn was

associated with higher life satisfaction or happiness among the workers targeted by the

policy (Hamermesh et al. 2014).

However, the research of Chandrasekhar (2011) found out the overtime duty with

mean value is least prioritized since overtime duty is given only if the works are not

completed before the required time. Hence employee’s attitude at the workplace is

affected highly by emotional factors and lowest by overtime duty. In addition, a set of

overtime pay regulations were introduced to discourage companies from overworking

their employees and encourage additional hiring to cover for the remaining hours not

worked by their existing employees. Although the federal overtime provisions of FLSA

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(Fair Labor Standard Act) have changed several times since the 1940s, the general

principle remained the same: employees must receive overtime pay for hours worked

over forty hours in a workweek at a rate not less than time and one-half their regular rates

of pay, except for exempt employees (Cohen et al., 2023).

The importance of work time control for employees is underlined by the findings

of a recent systematic review which identified it as a predictor of several job-related

outcomes (i.e., attitudes, performance, and turnover), work-non work balance and some

indices of health, including burnout and sleep (Nijp et al., 2012). Work time control has

also been shown to ameliorate some of the negative impacts of demanding work

schedules. Job autonomy – of which work time control is a specific sub dimension – has

been identified in several influential occupational health theories as an important

determinant of employee health. Nijp et al. (2012) proposed two regulatory mechanisms

that can explain favorable associations between work time control and indices of health.

Workers with higher work time control not only report better health but also fewer sleep

problems and less fatigue (Takahashi, 2012). Enzo and Ines (2017) found out that

employees with a fixed-term contract have on average an about 9.3 percentage points

higher probability to work paid overtime hours. They may perform paid overtime hours

to signal commitment, motivation, and loyalty to their employer. Employers can honor

the employees’ willingness for additional working hours by offering a permanent

employment contract. Employees experiencing a very heavy burden due to a job at risk

work paid overtime hours more frequently.

Those employees might be willing to work more hoping they can safe their

workplace. In a age group are more likely to perform unpaid overtime hours as compared

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to older employees to signal high commitment, motivation, and loyalty to move forward

in their career. According to Prugberger and Roman (2022), the annual maximum amount

of overtime work has been raised from the already mentioned 300 hours to 400, with the

condition that the employer and the employee agree on this, and that agreement is valid

for a period of 6 months. With the other amendment that came into effect with this law,

which also ignores employee interests, the maximum working time banking of 6 months

was increased to 3 years. However, Abendroth and Dulk (2011), in their study on the

support for the work-life balance, researchers found that emotional and instrumental

support for employee during the work has a positive relationship with the work-life

balance satisfaction and Lockett (2012) mentioned that each person defines stress in a

different way. For some stress occurs from working overtime, from pressure to meet

deadlines, or from fear of failure.

In general, stress occurs when person has no control over when, where, and how

he/she does the work. The research of Keller (2009) mentioned that extended shifts

represent a compressed work week defined as "any system of fixed working hours more

than eight hours in duration which results in a working week of less than five full days of

work a week". Conversion to a compressed work week is often considered because of the

perceived benefits for production and morale, reduction of sickness absence, and

convenience of having fewer days at work. He added that shift work refers to a work-

hour system in which a relay of employees extends the period of production beyond the

conventional daytime third of the 24-hour cycle.

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 Although it has been a long time since Japan gained notoriety for disgracefully

long working hours and a high suicide rate, overwork-related deaths, known as “Karoshi”

(overwork-related death from cerebrovascular and cardiovascular diseases) and

“Karojisatsu” (overwork-related suicide due to mental disorders), remain high in the

country. The number of compensation claims for work-related mental disorders

submitted to the Industrial Accident Compensation Insurance continues to grow, possibly

reflecting increased social attention (Takahashi, 2012).While various types of work-

related events such as disasters, interpersonal conflict in the workplace, and job

characteristics Tsuno et al., (2018) have been identified as risk factors for workers’

mental health, the association between long working hours and workers’ mental health is

still contentious. Investigation for compensation determination, the existence and severity

of types of work-related events, including interpersonal conflict and overtime work, were

evaluated as possible backgrounds for mental disorders (Nishimura et al. 2020).

Bannai and Tamakoshi (2014) defined overtime duty as to address the

inconclusive associations between long working hours and mental disorders. They found

significant adverse effects of long working hours on depression, anxiety, and sleep

conditions (Wong et al. 2019). Since the database covers all compensated cases according

to national standards, a high coverage rate and reliability can be expected, especially in

severe cases. By utilizing data from the database, as a study found that people who

committed suicide tended to experience longer working hours than patients who survived

(Takahashi, 2012). Since the database covers all compensated cases according to national

standards, a high coverage rate and reliability can be expected, especially in severe cases.

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 CHAPTER 3

RESEARCH METHODOLOGY

This chapter presents the methodology of the study. It includes the discussion of

the methods used, research environment, research respondents, research instruments,

validation, scoring procedure and statistical treatment.

Methods Used

The study utilized the quantitative method of research that is descriptive in nature

using a survey questionnaire. According to Mehrad and Zangeneh (2019), in quantitative

research design, the principal purpose is situated to regulate the connotation between an

independent variable and a dependent or consequence variable in a population. For an

accurate assessment of the association between variables, a descriptive study frequently

requirements a sample of hundreds or even thousands of subjects; an experiment,

especially a crossover, may need only tens of subjects. The evaluation of the relationship

is less likely to be prejudiced if you have a high participation rate in a sample selected

randomly from a population. Descriptive research is utilized to in filling in some gaps in

knowledge using an exploratory groundwork and collecting as much information as

possible (Bouchrika, 2022). The descriptive approach is used in this study, Compensation

vis-à-vis Employee Productivity among Banking Institution in Dapitan City.

Research Environment

This study was conducted to some Banking Institutions located in Dapitan City.

The researchers decided to conduct the study in these particular areas to identify if

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compensation has relation to the increasing or the decreasing of the employee

productivity among banking institutions.

Respondents of the Study

There were two groups of respondents in this study. The first group was

composed of five (5) Banking Institutions within Dapitan City. The second group was

composed of the employees employed in each specific Banking Institutions. There is a

total of eighty-two (82) employee respondents.

Table 1: Respondent of the Study

Name of Organization Number of Respondents

respondents
Banking Institution 1 12 7

Banking Institution 2 8 5

Banking Institution 3 10 6

Banking Institution 4 47 24

Banking Institution 5 5 3

TOTAL 82 45

Banking Institution 1 (Land Bank of the Philippines) has 12 respondents. Banking

Institution 2 (First Consolidated Bank) with 8 respondents. Banking Institution 3

(Producer’s Bank) has 10 respondents. Banking Institution 4 (Community Rural Bank of

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Dapitan) has 47 respondents and Banking Institution 5 (Banco De Oro) have 5

respondents only.

Research Instruments

The instrument utilized in this study was from the research questionnaire of

Mangale (2017) entitled “The Effects of Compensation on Employee Productivity: A

Case Study of Kenya Literature Bureau”, it was partly edited to fit in to the study of the

researchers and to be able to get the outcome aligned to the study. It consisted of the three

parts. Part I was designed for the profiling of employees working within Banking

Institutions in Dapitan City only and the Part II as the determination of the compensation

of the employees. Part III dealt with the employee’s productivity within the banking

institutions.

Validation of Instrument

Prior to data collection, the researcher obtained some questions from the research

paper of Mangale (2017) entitled “The Effects of Compensation on Employee

Productivity: A Case Study of Kenya Literature Bureau” for the questionnaire and

submitted it to the adviser for comments and suggestions. After it was checked by the

adviser, it was then passed to three specialists on the subject, then to the members of the

panel of examiners for approval, prior to distribution.

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Scoring Procedure

In determining the compensation and the employee productivity among banking

institutions employees, the following were used:

Scale Rank Description

4.21 – 5.00 5 Strongly Agree

3.41 – 4.20 4 Agree

2.61 – 3.40 3 Neutral

1.81 – 2.60 2 Disagree

1.00 – 1.80 1 Strongly Disagree

Interpretation:

Strongly Agree. This is a rating given to an item where the employees strongly agree to

the situation given in the questionnaire.

Agree. This is a rating given to the item wherein the employees agree to the situation

given in the questionnaire.

Neutral. This is a rating given when employee neither agrees nor disagrees to the

situation given in the questionnaire.

Disagree. This is a rating given when an disagrees to the situation given in the

questionnaire.

Strongly Disagree. This rating is given when employees strongly disagree to the

situation given in the questionnaire.

102
Data Gathering Procedure

Before the researchers gather the data, the researchers will ask permission to the

respondents or to the head of the organization. After permission was given, the

researchers will then give out the questionnaires composed of three (3) parts to the

respondents. The researchers will guide the respondents in answering the questions in

case if they are in need of clarifications. The respondents are given time to answer the

questionnaire and are free to return the answered questionnaire at the time of their

convenience.

Statistical Treatment

In this study, the researchers will be using a frequency count and percentage

computation in determining the profile. Afterwards, the researchers will use the measures

of central tendencies like median and mode to help the researchers easily and shortly

explain how the data are concentrated.

103
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 Appendix A

Republic of the Philippines

JOSE RIZAL MEMORIAL STATE UNIVERSITY
The Premier University in Zamboanga del Norte
Main Campus, Dapitan City

December 2023

The Panel of Examiners

College of Business Administration
Jose Rizal Memorial State University
Main Campus, Dapitan City

Sir/Madam:

This is the draft of my questionnaire which has been submitted and was checked by my
adviser. I am now submitting this to the panel of examiners for evaluation, critiquing, and
correction questionnaires for gathering data and information to the Banking Institutions
employees of Dapitan City for the Research Proposal entitled “COMPENSATION VIS-
À-VIS EMPLOYEE PRODUCTIVITY AMONG BANKING INSTITUTIONS”.
Your suggestions are so material for the improvement of this instrument and that with
your help, the instrument may obtain validity and reliability of the data to be gathered.

I am hoping for your favorable and positive response on this request.

Very truly yours,

Tomogon, Josaphat
Acopiado, Richel
Cagandahan, Daniela
Researcher

Noted by:

AMIEL B. ANDIAS
Subject Instructor

139
 Appendix B

Questionnaire for Banking Institution employees

PART I. PROFILE OF THE RESPONDENTS

Instructions: Kindy put a check (/) in the circle beside each choice.

Name (optional):

AGE: Below 22 years 22-27 years 28-33 years 34- 40 years

40 years above

CIVIL STATUS: Single Married Widower/Widow Separated

GENDER: Male Female

EDUCATIONAL QUALIFICATION: Primary High School Undergraduate

College graduate Postgraduate degree

JOB TITLE (kindly specify): __________________________________

LENGTH OF SERVICE: Less than a year 1 – 3 years 3 – 5 years

5 years above

140
 Appendix C

Questionnaire for Banking Institutions employees

PART II: DETERMINATION OF COMPENSATION AMONG EMPLOYEES

Instructions: The following statement in each section is concerned about determining

the compensation among banking institutions employees. Kindly check (/) in the space
provided below each number that corresponds to your answer.

NOTICE: Each number has corresponding meaning given below this statement.

1 = Strongly Disagree 3 = Neutral 5 = Strongly Agree

2 = Disagree 4 = Agree

COMPENSATION

Compensation as to Wages and Salaries 5 4 3 2 1

1. Organization has constant and fixed salary every month.

2. Wages and salaries are paid on the set date.

3. Basic salary is commensurate with your skills and experience.

4. The organization provide opportunities for performance-based

salary increases.
5. Current base salary is satisfactory.

Compensation as to Justice 5 4 3 2 1
1. The organization has fairly compensated you.
2. The benefits provided by the company administered fairly
according to the competence and work output of an individual.

141
3. The organization has a fair and consistent approach to
compensation across all employees.
4. The compensation received is as good as the other
organizations offer.
5. The organization offers fair and appropriate compensation for
overtime or additional hours worked.

Compensation as to Loyalty 5 4 3 2 1
1. The organization values and recognizes your contributions
through compensation.
2. The organization provides adequate transparency in its salary
bands and ranges.
3. This company is highly recommended to anyone.

4. The organization's efforts to address pay equity and eliminate

any gender or diversity gap is satisfactory.
5. The overall compensation strategy and its alignment with the
organization's goals is satisfactory.

Compensation as to Rewards 5 4 3 2 1
1. There are any other benefits/rewards offered by the
organization apart from your basic monthly salary.
2. The benefits offered by the organization comprehensive and
suitable for your needs.

3. The non-monetary and monetary perks and benefits provided

by the organization is satisfactory.

4. Hard work is rewarded enough within the organization.

5. The organization recognizes and rewards long-term loyalty and

tenure through compensation.

142
PART III. EMPLOYEE PRODUCTIVITY OF THE RESPONDENTS

Instructions: The following statement in each section is concerned about the

productivity of the respondents. Kindly check (/) in the space provided below each
number that corresponds to your answer.

NOTICE: Each number has corresponding meaning given below this statement.

1 = Strongly Disagree 3 = Neutral 5 = Strongly Agree

2 = Disagree 4 = Agree

EMPLOYEE PRODUCTIVITY

5 4 3 2 1
1. The top management and employees have a great
relationship in the workplace.
2. Built a great relationship with co-workers within the
organization.
3. Felt a sense of camaraderie and teamwork within and
outside of your department.
4. Comfortable in seeking help or advice from your
colleagues when needed.
5. Employee recognition ensure employee productivity?
6. Felt proud to tell people that you work for the
company.
7. Intended to stay working with the company.

8. The job gave you a sense of enjoyment.

9. Your current role aligns with your long-term career

goals
10. Feel encouraged to take breaks and disconnect from
work when needed to recharge.
11. Have a good balanced work and personal life.

12. The company has given ample time to finish your work.

143
13. Have worked beyond usual time needed or expected
in your job.
14. Ever been in need to be available for job demands
during nonworking hours.
15. Feels fulfilled after finishing your work.

144
 Appendix D

Republic of the Philippines

JOSE RIZAL MEMORIAL STATE UNIVERSITY
The Premier University in Zamboanga del Norte
Main Campus, Dapitan City

December 2023

ANA FLOR C. ADRIAS, DBA

Associate Dean
College of Business Administration
Jose Rizal Memorial State University
Main Campus, Dapitan City

Madam:

The undersigned is currently conducting a study on “COMPENSATION VIS-À-VIS

EMPLOYEE PRODUCTIVITY AMONG BANKING INSTITUTIONS” in partial
fulfillment of the requirements for the degree Bachelor of Science in Business
Administration. The respondents of this study were identified to be the employees of the
aforementioned entities.

In line with this, the undersigned would like to request permission from your good office
to allow him to field out the questionnaire and gather pertinent data for the purpose. The
data that will be gathered from the questionnaire is of great contribution to the success of
this endeavor. Further, the undersigned greatly assures that the data gathered shall be
treated with utmost confidentiality and shall be for the purpose of this research only.

With high hopes that this request, be given a positive at your end, I am

Very truly yours,

Tomogon, Josaphat
Acopiado, Richel
Cagandahan, Daniela

ANA FLOR C. ADRIAS, DBA

Associate Dean
College of Business Administration

145
 Appendix E

Republic of the Philippines

JOSE RIZAL MEMORIAL STATE UNIVERSITY
The Premier University in Zamboanga del Norte
Main Campus, Dapitan City

December 2023

The Manager / Owner

__________________________
__________________________
__________________________

Sir / Madam:

The undersigned is currently conducting a study on “COMPENSATION VIS-À-VIS

EMPLOYEE PRODUCTIVITY AMONG BANKING INSTITUTIONS” in partial
fulfillment of the requirements for the degree Bachelor of Science in Business
Administration. The respondents of this study were identified to be the employees of the
aforementioned entities.

In line with this, the undersigned would like to request permission from your good office
to administer the questionnaire personally to your office and to your employee as his
respondent. The data that will be gathered from the questionnaire is of great contribution
to the success of this endeavor. Further, the undersigned greatly assures that the data
gathered shall be treated with utmost confidentiality and shall be for the purpose of this
research only.

Attached are the copies of his questionnaire for your reference.

With high hopes that this request be given a positive at your end, I am

Very truly yours,

Tomogon, Josaphat Acopiado, Richel Cagandahan, Daniela

Noted by:

ANA FLOR C. ADRIAS, DBA

Associate Dean
College of Business Administration
Jose Rizal Memorial State University

146
 Appendix F

Republic of the Philippines

JOSE RIZAL MEMORIAL STATE UNIVERSITY
The Premier University in Zamboanga del Norte
Main Campus, Dapitan City

December 2023

Dear Ma’am/Sir

The undersigned is a student of Jose Rizal Memorial State University graduate school

and his gathering data for his dissertation entitled “COMPENSATION VIS-À-VIS

EMPLOYEE PRODUCTIVITY”.

Please do the activities given and answer the questionnaires religiously. Your cooperation

is highly appreciated for it greatly contributes to the validity of the study and response

will be kept confidential.

Thank you very much and may God bless you always.

Very respectfully yours,

Tomogon, Josaphat
Acopiado, Richel
Cagandahan, Daniela

147
 CURRICULUM VITAE

JOSAPHAT TOMOGON
Matam, Katipunan Zamboanga del Norte
E-mail Address: josaphatdt.02@gmail.com
Contact Number: 09363809638

PERSONAL BACKGROUND

Nickname : Pet-pet or Petra

Age : 21
Birthdate : October 13, 2002
Citizenship : Filipino
Religion : Roman Catholic
Civil Status : Single
Mother’s Name : Josephine L. Dalman
Father’s Name : Pablito S. Tomogon Jr.

EDUCATIONAL BACKGROUND

Elementary : Matam National High School

Address : Matam, Katipunan Zamboanga del Norte
Year Graduated : 2014

Junior High School : Matam National High School

Address : Matam, Katipunan Zamboanga del Norte
Senior High School : Jose Rizal Memorial State University
Address : Gov. Guading Adasa St. Sta. Cruz, Dapitan City
Year Graduated : 2020

Tertiary : Jose Rizal Memorial State University

Address : Gov. Guading Adasa St. Sta. Cruz, Dapitan City
Course : Bachelor of Science in Business Administration Major in
Financial Management
Year attended : 2020 – Present

I hereby certify to the correctness of the above-mentioned.

JOSAPHAT D. TOMOGON
(Signature over Printed Name)

148
 CURRICULUM VITAE

RICHEL ACOPIADO
Cawa-cawa, Dapitan City Zamboanga del Norte
E-mail Address: richelacopiado9@gmail.com
Contact Number: 09126882478

PERSONAL BACKGROUND
Nickname : Jang-jang
Age : 20
Birthdate : March 15, 2003
Citizenship : Filipino
Religion : Roman Catholic
Civil Status : Single
Mother’s Name : Wilmehelda H. Dalman
Father’s Name : Renato D. Acopiado

EDUCATIONAL BACKGROUND
Elementary : Dapitan City Central School
Address : Justice Florentino Saguin St. Dapitan City
Year Graduated : 2014

Junior High School : Dapitan City National High School

Address : Lawaan, Banonong Dapitan City
Senior High School : Dapitan City National High School
Address : Lawaan, Banonong Dapitan City
Year Graduated : 2020

Tertiary : Jose Rizal Memorial State University

Address : Gov. Guading Adasa St. Sta. Cruz, Dapitan City
Course : Bachelor of Science in Business Administration Major in
Financial Management
Year attended : 2020 – Present

I hereby certify to the correctness of the above-mentioned.

RICHEL D. ACOPIADO
(Signature over Printed Name)

149
 CURRICULUM VITAE

DANIELA CAGANDAHAN
Tambak, Banonong Dapitan City, Zamboanga del Norte
E-mail Address: danielacagandahan@gmail.com
Contact Number: 09126882478

PERSONAL BACKGROUND
Nickname : Ella
Age : 22
Birthdate : November 16, 2000
Citizenship : Filipino
Religion : Roman Catholic
Civil Status : Single
Mother’s Name : Gina L. Villanueva
Father’s Name : Meliquiades Cagandahan

EDUCATIONAL BACKGROUND
Elementary : Mutia Central School
Address : Poblacion Mutia, Zamboanga del Norte
Year Graduated : 2013

Junior High School : Mutia National High School

Address : Sto. Tomas, Mutia Zamboanga del Norte
Senior High School : Dipolog Medical Center
Address : Dipolog City, Zamboanga del Norte
Year Graduated : 2019

Tertiary : Jose Rizal Memorial State University

Address : Gov. Guading Adasa St. Sta. Cruz, Dapitan City
Course : Bachelor of Science in Business Administration Major in
Financial Management
Year attended : 2020 – Present

I hereby certify to the correctness of the above-mentioned.

DANIELA V. CAGANDAHAN
(Signature over Printed Name)

150
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