Table 1 - uploaded by Matthias Elom
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Organisations face disruptions in service delivery, lose vital knowledge and sometimes face negative consequences when they lose valuable, skilled or high performer employees. Though many factors contribute to employee turnover, rewards have been identified as one of the most important factors. Hence, this study sought to investigate the relationsh...
Context in source publication
Context 1
... loading showed that the instrument was highly reliable and fit for the study. Table 1 shows the overall mean of the variables under study. It gives a broad view of what the majority of the employees have to say about different rewards and their intention to stay in the organisation. ...
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Citations
... A better extrinsic or financial benefit inspires an employee's decision to accept the employment offer and reflects their intent to continue or quit (Chinyio et al., 2018;DeNisi & Murphy, 2017;Randy et al., 2002). Apart from extrinsic benefits, employees also seek an intrinsic or non-financial benefit that attracts and motivates them to stay for a longer period with an organization (Alhmoud & Rjoub, 2019;Chinyio et al., 2018;Nnabuife et al., 2017). Which reward has stronger effect either financial or non-financial on the performance that leads to employee satisfaction and compel them to stay back with the organization is having little consensus (Morgan et al., 2013). ...
The present article investigates the influence of compensation plans-financial as well as nonfinancial and performance feedback with respect to the retention of the employee considering the retail sector in India from viewpoint of employees. A structured questionnaire was employed to gather information from the Hyderabad city and Greater Hyderabad Municipal Corporation (GHMC) consisting of 571 retail outlet employees as sample respondents. The collected data was analyzed using structural equation modeling (SEM) to assess the hypothecated relationship among financial that is, extrinsic rewards (FR), non-financial that is, intrinsic reward (NFR), performance feedback (PF), and employee retention (ER). The findings reveal that intrinsic and extrinsic benefits portray an important role in performance feedback (PF) which in turn helps the organization to retain their employees for years to come. The study offers academia and practitioner a thoughtful and insightful understanding of some of the important aspects of keeping skillful and talented performers and ultimately increasing productivity and providing a competitive advantage to the organization.
... In African context, Nnabuife et al. in studying rewards and employee retention in Nigeria observed a significant relationship between monetary rewards and employee retention [47]. Reddy and Govender did a research on retention of workers at a leading South African bank [54]. ...
This paper explores the influence of compensation on employee retention of the banking institutions in Tanzania. The stratified sampling technique was used to ensure representativeness of each bank category. Eleven banks were purposely selected and simple random sampling was applied to draw a sample of 370 employees. The quantitative data were collected using questionnaire and analyzed using Binary logistic regression. The results indicated that compensation is significantly influencing employee retention with a 'p' value of 0.001. It was further revealed that compensation attribute (fair salary) has significant influence on employee retention. The study recommends to the bank managers to develop and implement retention policies that contemplate fair salaries as this is a most valued compensation attribute. Furthermore, the bank managers need to pay great attention to right retention policies in order to improve retention of employees.
... Armstrong and Murlis (2004); Bakuwa, Chasimpha, and Masamba (2013); Chen and Hsieh (2006); Gibson and Tesone (2001); Milkovich and Newman (2008); Muralidharan and Sundararaman (2011); and Zingheim and Schuster (2007), for example, all offer evidence of intrinsic rewards as demonstrating greater influence on retention than either extrinsic or social rewards. Morgan et al. (2013) and Nnabuife, Chiekezie, and Elom (2017), however, claim there is a closer relationship between extrinsic rewards and employee retention. ...
This article examines the influence of total rewards—comprising extrinsic, intrinsic, and social rewards—on employee retention in Islamic banks in Jordan, with particular focus on the employee perspective. A questionnaire is used to collect data from the study sample, which consists of 500 employees working in various Islamic banks across Jordan. The study hypotheses are then tested using partial least squares (PLS) technique by applying structural equation models (SEMs). Results show that extrinsic, intrinsic, and social rewards are all important factors in achieving employee retention. Interestingly, social rewards were shown to have the highest level of influence on employee retention. This research is new in the Jordanian context; it offers a deeper understanding of some of the most important factors in retaining talent and thereby increasing organizational productivity and competitive advantage. It furthermore provides new insights into the relationship between total rewards and employee retention within the context of the Middle East, a combination previously uncharted.
