The Effect of Incentive System on Job Performance Motivation as Mediator for Public Sector Organization in Uae

  • Authors

    • Rashid Ahmed Khamis Al Naqbi
    • Prof. Dr. Rosman Bin Md Yusoff
    • Dr. Fadillah Binti Ismail
    2018-09-27
    https://doi.org/10.14419/ijet.v7i4.7.23034
  • UAE, Motivation, Financial Incentives, Non-Financial Incentives, Performance

  • Abstract

    The main purpose of this research is to study the effect of motivation and incentive system on the job performance of public sector employees in UAE. The details of this research will be provided in an attempt to validate whether incentives have a potential effect on motivating employee and enhance job performance in the public sector. The purpose of the research is also to illustrate to what extent incentives are used in the UAE’s public service sector. To fulfill the objective of the research as well as to obtain real and reliable data, a research study will be conducted at was conducted at the Economic Development Department (EDD) in Al Sharjah. This research has adopted a quantitative approach to assess the effect of the incentive system in public sector in UAE on the job performance, and to identify the mediating effect of employees’ motivation in two dimensions (intrinsic and extrinsic) on the relationship between the incentive systems (monetary and tangible and non-monetary and intangible), and employees’ performance. The research method will quantitatively analyze the structured questioner’s data using a statistical approach. On completion of the qualitative research, it is expected that the findings will concur with the consensus of the findings in the literature review. The data analysis will prove that there is a significant relation between incentives in the form of rewards and recognition and better work performance. This research study, hopes to determine whether most of the public employees in the above-mentioned organisation are motivated by the financial and non-financial incentives and are encouraged and motivated towards greater work performance.

     

  • References

    1. [1] Hameed, A., & Waheed, A. (2011). Employee development and its effect on employee performance a conceptual framework. International journal of business and social science, 2(13).

      [2] Spaargaren, G., & Van Vliet, B. (2000). Lifestyles, consumption and the environment: The ecological modernization of domestic consumption. Environmental politics, 9(1), 50-76.

      [3] Kalburgi, M. J. Dinesh. GP (2010). Motivation as a tool for productivity in a Public sector unit. Asıan Journal of Management Research, 147-152.

      [4] Rahim, M. A., & Daud, W. N. W. (2013). Rewards and motivation among administrators of Universiti Sultan Zainal Abidin (UNISZA): An empirical study. International Journal of Business and Society, 14(2), 265.

      [5] Tella, A., Ayeni, C. O., & Popoola, S. O. (2007). Work motivation, job satisfaction, and organizational commitment of library personnel in academic and research libraries in Oyo State, Nigeria. Library Philosophy and Practice (e-journal), 118.

      [6] Porter, L. W., & Lawler, E. E. (1968). Managerial attitudes and performance.

      [7] Reif, W. E., Newstrom, J. W., & St. Louis Jr, R. D. (1976). Sex as a discriminating variable in organizational reward decisions. Academy of Management Journal, 19(3), 469-476.

      [8] Deci, E. L. (1976). Notes on the theory and metatheory of intrinsic motivation. Organizational behavior and human performance, 15(1), 130-145.

      [9] Shanab, M. E., Peterson, D., Dargahi, S., & Deroian, P. (1981). The effects of positive and negative verbal feedback on the intrinsic motivation of male and female subjects. The Journal of Social Psychology, 115(2), 195-205.

      [10] Bernardin, H. J., & Russel, J. E. (1998). Human Management.

      [11] Campbell, I. (1993). Thomas Carlyle. Hyperion Books.

      [12] Champathes, M. R. (2006). Coaching for performance improvement: The “Coach†model. Development and Learning in Organizations: An International Journal, 20(2), 17-18.

      [13] Lawler, E. E. (2003). Reward practices and performance management system effectiveness. Organizational Dynamics, 32(4), 396-404.

      [14] Bari, N., Arif, U., & Shoaib, A. (2013). Impact of non-financial rewards on employee attitude and performance ance in the workplace. A case study of Business Institute of Karachi. International Journal of Scientific & Engineering Research, 4(7), 2554-2559.

      [15] Ajila, C., & Abiola, A. (2004). Influence of rewards on workers performance in an organization. Journal of Social Sciences, 8(1), 7-12.

      [16] Mahmood, A., Hussan, S. G., Sarfraz, M., Abdullah, M. I., & Basheer, M. F. (2016). Rewards Satisfaction, Perception about Social Status and Commitment of Nurses in Pakistan. European Online Journal of Natural and Social Sciences, 5(4), pp-1049.

      [17] Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate—employee performance relationship. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(2), 219-238.

      [18] Basheer, M. F (2017). Empowering women through micro finance: a case of Pakistan.

      [19] Agwu, M. O. (2013). Impact of fair reward system on employees‟ job performance in Nigerian Agip Oil Company Limited, Port Harcourt. British Journal of Education, Society and Behavioral Science, 3(1), 47-64.

      [20] Sajuyigbe, A. S., Olaoye, B. O., & Adeyemi, M. A. (2013). Impact of reward on employees performance in a selected manufacturing company in Ibadan, Oyo state, Nigeria. International Journal of Arts and Commerce, 2(2), 27-32.

      [21] Alder, G. S., & Tompkins, P. K. (1997). Electronic performance monitoring: An organizational justice and conservative control perspective. Management Communication Quarterly, 10(3), 259-288.

      [22] Basheer, M. F., Hussain, T., Hussan, S. G., & Javed, M. (2015). Impact of customer awareness, competition and interest rate on the growth of Islamic banking in Pakistan. International Journal of Scientific & Technology Research, 4(8), 33-40.

      [23] Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The management of organizational justice. Academy of management perspectives, 21(4), 34-48.

      [24] Rupp, D. E., Shapiro, D. L., Folger, R., Skarlicki, D. P., & Shao, R. (2017). A critical analysis of the conceptualization and measurement of organizational justice: Is it time for reassessment?. Academy of Management Annals, 11(2), 919-959.

      [25] Basheer, M. F., KhorramI, A. A. A., & Hassan, S. G. (2018). PATRONAGE FACTORS OF ISLAMIC BANKING SYSTEM IN PAKISTAN. Academy of Accounting and Financial Studies Journal, 22, 1-9.

      [26] Njanja, L. W., Maina, R. N., Kibet, L. K., & Njagi, K. (2013). Effect of reward on employee performance: A case of Kenya Power and Lighting Company Ltd., Nakuru, Kenya. International Journal of Business and Management, 8(21), 41.

      [27] Boyne, G. A. (2010). Performance management: Does it work. Public management and performance: Research directions, 207-226.

      [28] Basheer, M. F., KhorramI, A. A. A., & Hassan, S. G. (2018). Patronage factors of Islamic banking system in Pakistan. Academy of Accounting and Financial Studies Journal, 22, 1-9.

      [29] Carin, B., & Good, D. A. (2004, July). Evaluating efficiency and effectiveness in public sector delivery. In Proceedings Kaliningrad Workshop, July (pp. 24-25).

      [30] Rounok, N., & Parvin, M. M. (2011). Fostering Employee Performance: A Literature Review. Industrial Engineering Letters, 1(3), 1-9.

      [31] Samander, B. A., Siam, M. R., Basri, W. S., & Hamed, A. A. (2017). ERP Acceptance in Airline Industry of Saudi Arabia with Mediating Effect of Job Security. International Journal, 11(2), 226-240.

      [32] Siam, M. R. (2015). The effect of communication strategy on the relationship between strategy execution and organizational performance: A middle-level managers perspective on higher education institutions in Palestine (Doctoral dissertation, Universiti Utara Malaysia).

      [33] Osman-Gani, A. M., Hashim, J., & Ismail, Y. (2013). Establishing linkages between religiosity and spirituality on employee performance. Employee relations, 35(4), 360-376.

      [34] Hafiza, N. S., Shah, S. S., Jamsheed, H., & Zaman, K. (2011). The relationship between rewards and employee’s motivation in the non-profit organizations of Pakistan. Business Intelligence Journal, 4(2), 327-334.

      [35] Basheer, M. F., Nadeem, S., Azeem, M., & Mahmood, A. Impact of customer satisfaction on brand equity under the influence of brand trust.

      [36] Sandilyan, P., Dey, A., Mukherjee, M., & Mitra, M. Determining Employee Commitment By Employee’s Responses On Training And Development-A Study Of Select Hotels In West Bengal. Excel, 16(32), 125.

      [37] Ahmed, A. U. H., Ali, R., Zamir, S. I., & Mehmood, N. (2009). Growth, yield and quality performance of cotton cultivar BH-160 (Gossypium hirsutum L.). J. Anim. Plant Sci, 19(4), 189-192.

      [38] San, O., Theen, Y., & Heng, T. (2012). The reward strategy and performance measurement (evidence from Malaysian insurance companies). International Journal of Business, Humanities and Technology, 2(1), 211-223.

      [39] Imran, A., Ahmad, S., Nisar, Q. A., & Ahmad, U. (2014). Exploring relationship among rewards, recognition and employees’ job satisfaction: A descriptive study on libraries in Pakistan. Middle-East Journal of Scientific Research, 21(9), 1533-1540.

      [40] Basheer, M., Ahmad, A., & Hassan, S. (2019). Impact of economic and financial factors on tax revenue: Evidence from the Middle East countries. Accounting, 5(2), 53-60.

      [41] Javed, M. A., & Basheer, M. F. (2017). Impact of external factors on bank profitability. EPRA International Journal of Research and Development, 2(5), 1-11.

      [42] Kanfer, R., Chen, G., & Pritchard, R. D. (2008). The three C’s of work motivation: Content, context, and change. Work motivation: Past, present, and future. New York: Routledge, Taylor & Francis Group.

      [43] The Bhola, S. S., & Raskar, S. (2013). A Comparative Assessment of Employee's Perception towards Motivational Practices of Engineering Industry in Satara.

      [44] Muogbo, U. S. (2013). The impact of strategic management on organisational growth and development (A study of selected manufacturing firms in Anambra state). IOSR Journal of Business and Management, 7(1), 24-32.

      [45] Herzberg, F. M., & Mausner, B. (1959). B. & Snyderman, B.(1959). The motivation to work, 2.

      [46] Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173.

  • Downloads

  • How to Cite

    Ahmed Khamis Al Naqbi, R., Dr. Rosman Bin Md Yusoff, P., & Fadillah Binti Ismail, D. (2018). The Effect of Incentive System on Job Performance Motivation as Mediator for Public Sector Organization in Uae. International Journal of Engineering & Technology, 7(4.7), 380-388. https://doi.org/10.14419/ijet.v7i4.7.23034

    Received date: 2018-12-03

    Accepted date: 2018-12-03

    Published date: 2018-09-27