The adding financial rewards to the remuneration of

The fundamental intention of a member
of staff working in any association is to earn money and other non-monetary
benefits. Banking industry plays a vital role in the development of a growing
economy. Habib Bank Limited has developed its reputation in the market as not
only just adamant for the economic part of the economy, but also very important
for a healthy and flourishing society. Like every organization, Habib Bank
Limited is responsible for upgrading of work life of its workforce. Human Resource
Department, though, can develop effective strategies for development of high
levels of employee engagement. There are many organizations in the world which
focus on maintenance of skills labors and workers through regards and other
benefits. The most far and wide recognized name connected with employee
engagement is the Gallup Organization. It really is common finding that
introduction of monetary rewards could gain extra efforts of the employee to
extent where extra amount is paid to him/her.


Lazear (1986) also optimistically
advocated that by adding financial rewards to the remuneration of employees for
the sake of inspiration can exert a pull on more geared workers to the
organization. He also elaborated that introduction of monetary rewards could
gain extra hard work of the employee to that level where the insignificant
value added is equal to the insignificant cost paid for that extra work. This
shows that financial incentives are some types of paid value to workforce in
return for their extra efforts. Lazear (2000) showed a constructive relation between
employee engagement and plunder and firm performance.

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Fundamental rewards have gained momentous
significance in recent years (Thomas, 2009). They mention managerial support
and their participation to elevate the level of intrinsic motivation in employees
by causative in inherent rewards, as building blocks. They state that,
intrinsic rewards are based on the positive feelings that employees get from
their work engagement.

According to Thomas (2009), these
intrinsic rewards strengthen the self management efforts and motivate employees
to be unswerving with work. An Implementation of fundamental reward creates
positive mindset and experiences among employees and management.


In the last few decades, many
organizations have curved their focus on skill-based pay plans. By which the payment
of employees is based on employee’s new skills and knowledge and secrecy aptitude
to a certain extent thanfor holding same position in organization. By
implementation of skill-based plans, employees work moreEffectively and focus
on their new skills and it creates the innovation performance system. This
system of skill based pay focuses on constant wisdom and creates culture, where
employee’s concealed skills are painted (London and Smither, 1999). However,
this system of skill-based pay plans is still based on monetary recompense and economic
exchange between the employee and employer.


Based on the study of Osterloh
and Frey, (2000), inventive personnel have two main reasons for being essentially
aggravated. And these reasons must be addressed by organizations for better
performance. First reason, inherent motivation is desirable for creating and
exchanging the knowledge and ideas. They found that, motivated employees are
inherently interested towards rendezvous with their work. Also, these employees
will share more information with colleagues, and by this fact, they generate or
create more knowledge throughout the organization. Second, essential motivation
is to improve the time, which is owed to job-related tasks and to improve the efficiency
level of individuals in the organization. By giving this knowledge, employees
have relative watchfulness about the time for these productive activities,
their willingness to give over the time for these productive actions, is decisive
for the triumph of organizations.


In their study, Shives and Scott
(2003) recommended that the gain allocation approach to discuss the impact of
rewards on employee motivation and commitment towards the organization. The organizational
efficiency can be improved to the great levels through gain sharing approach.
Through gain sharing approach financial bonuses can enhance the productivity of
employees and employees should be rewarded with financial incentives for extra
efforts.This approach for the most part focuses to diminish the costs for a segment
of that reduction should be converted into bonuses to employees to motivate
them. On the other hand, profit sharing is dissimilar from daily basis productivity
gain. Profit sharing bonuses are yearly paid bonuses and most of the employees
often believe, managers will forget their promises and would not pay these
bonuses (Burton Kelli, 2012).


According to Van Zyl (2000) regardless
of having lots of proof of the motivational impact of essential rewards
onemployee job performance, many managers still count cash as the main
motivational tool for employees and focus on money. in addition, VanZyl (2000),
accomplished that a bonus or 13th check is a great consideration among
employees and even it could remain as a great motivation for employees to be engage
with their jobs and remain with the firm. He argued that money is always a
great motivational tool from the start of the job in any area.


Al-Wathnani (1998) also converse
the incentive’s role on the competence of employees. Al Wathnani (1998) checked
the impact of incentives on the job contentment of employees in the security
organization. Incentivesare positively related to employee work engagement and
job satisfaction, but the most important and valued incentives are chipping- in
in decision making, financial allowances, promotions, leaves and allowances for
medical treatment. Less demanded incentives and less motivational incentives
are verbal appraisals, letter ofthanks and financial allowances for work at
distant and isolated areas.


Jeffery (2002), in his study,
investigated non-monetary incentives and their aptitude to control the variety
of psychosomatic needs and that’s why non-monetary incentives have a deeper and
long-term effect than monetary incentives on motivation. The study elucidated
that non-monetary incentives are highly visible and have superior value as an award.
Non-monetary incentives bring a higher utility level. Jeffery (2002) also considered
thetrophy value index of non-monetary incentives to check argument. In his
study, results showed that employees enjoyed the gifts, pride, respect and
recognition for long term period. Employees enjoy telling their family and friends
about their respect and gifts. Drastically higher trophy value of non-monetary
gift is showed by the results. By analyzing the motivational strategies,
Jeffery (2002), states that cash incentives don’t match the level of satisfaction
which is gained by non-monetary incentives (Trophy value). By amplification in
detail in his work, he portray that cash incentives’ benefit is short-term;
while the non-monetary incentives have long term benefits. In his study,
monetary rewards are mentioned as compensation, while non-monetary rewardsrepresent
the respect and recognition.


Kube et al. (2008) accredited
more output in non-monetary gift as compared to monetary gifts. Non-monetary gifts
are very useful and contribute a great deal to employee contentment that leads
to long-term results. Kube et al. (2008) also carries the social exchange observable
fact. In his study, results show the higher impact of nonmonetary incentives on
social exchange theory compared to monetary rewards. In another study Kube et
al. (2006), that shows monetary rewards are beneficial/effective in short-term
period and ineffective for long-term period.He also states that non-monetary
rewards have a momentous and consistent effect on their satisfaction.


Due to the growing importance of
incentives in every field, Steen (1997) conducted the study in IT field. He observed
that the IT professionals are keen to gain the non-monetary incentives as
compared to higher level positions within firms or the increment in pay. They have
a preference on the non-monetary incentives and which also includethe elasticity
in working hours and take home work.


Schaufeli et al. (2002) concerning
employee engagement described in detail the three proportions of work engagement
in his study. Vigors illustrated as the energetic behavior of the employee and also
dedicated hardwork to one’s work and job, even in any of challenging
situations. And the second dimension of Schaufeli (2002) was dedication. Dedication
demonstrates the employee experience about work, his pride about his work, and meaningfulness
of his work. According to this study, the contents of enthusiasm are much
inspiring. The thirdand last dimension of work engagement is amalgamation.
Absorption is, how employees get engrossed in their work and also from which
factors employees are engaged in work and get pleasure and satisfaction about
the job. Absorption also showed that employee must contemplate on his work and
must be awarded with rewardsfor their work done for the betterment of the
organization. Six areas of the work environment will lead to either the burnout
or engagement to work. For example, control, workload, social support,
community, superficial fairness and values, and the last one are rewarded and
recognitions. They argued that those six factors are thebase of employee
attitude or behavior towards their work. The level of employee engagement and
control high turnover can be raised by manipulating these factors in well-organized


Saks (2006) carried out a study
to examine the employee engagement role in service sector employees in eight different
European countries. They focused on four economic sectors, retail trade,
finance & banking, telecoms, and public hospitals. They observed country
wise differences in the matter of employee engagement. The engagement of employees
is based on job demands and job resources, for example job independence and
social support. Social support includes different types of motivational factors
like job enrichments, job empowerment and monetary and non-monetary rewards.
They also projected that engagement of employees towards organization can be
achieved by implementing and creating a socially supportive environment.Whereas
the job demand negatively relates to the work engagement. They represent the
work engagement as the outcome of job demand and job resources.


 It is rather a common observation that workers
will move to other organization where they are offered more handsome Salary
packages In my research I will focus on the employees of the Habib Bank Limited
and demonstrates what is the impact of salaries and other non-monetary benefits
on the employees turnover of Habib Bank Limited The study will reveal that even
in a huge organization like Habib Bank Limited, people when offered high
salaries are willing to leave the jobs and switch to some other organization.
Following will be the outcome of the research:

of workers in HBL who will leave bank for higher salariesImpact
of monetary and non-monetary benefits of employees turnoverHow
to retain skilled workers in an organization


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