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IMPACT OF COMPENSATION ON EMPLOYEE PERFORMANCE: IN SHAUKAT KHANAM MEMORIAL AND CANCER HOSPITAL, PAKISTAN Introduction: The impact of compensation on employees as well on an organization has become as the leading research topic in the field of human resource management. The purpose of this research study is to delineate the relationship of compensation system and employees performance. In exchange for job performance and commitment, an employer offers rewards to employees. Satisfactory rewards and compensations potentially attract a quality work force, maintain the satisfaction of existing employees, retain worthful human resources and encourage them in the workplace. An appropriate proposition of reward and compensation systems requires careful review of the labor market, careful analysis of jobs, and a systematic study of pay structures. Compensation can be of both intrinsic as well extrinsic compensation and extrinsic reward further having monetary and non-monetary form. HR professionals may assess their organization frequently to attract and retain talent, competent personnel and remove poor talented. Performance responsibility becomes a firm capability when employees realize that they must meet their performance expectations. When an HR professional designs an employee’s performance appraisal form, it should reflect the
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Page 1: Research Paper

IMPACT OF COMPENSATION ON EMPLOYEE PERFORMANCE: IN SHAUKAT

KHANAM MEMORIAL AND CANCER HOSPITAL, PAKISTAN

Introduction:

The impact of compensation on employees as well on an organization has become as

the leading research topic in the field of human resource management. The purpose of

this research study is to delineate the relationship of compensation system and

employees performance.

In exchange for job performance and commitment, an employer offers rewards to

employees. Satisfactory rewards and compensations potentially attract a quality work

force, maintain the satisfaction of existing employees, retain worthful human resources

and encourage them in the workplace. An appropriate proposition of reward and

compensation systems requires careful review of the labor market, careful analysis of

jobs, and a systematic study of pay structures.

Compensation can be of both intrinsic as well extrinsic compensation and extrinsic

reward further having monetary and non-monetary form. HR professionals may assess

their organization frequently to attract and retain talent, competent personnel and

remove poor talented. Performance responsibility becomes a firm capability when

employees realize that they must meet their performance expectations. When an HR

professional designs an employee’s performance appraisal form, it should reflect the

strategy the employee is attempting to accomplish and what specific actions the

employee should take to help accomplish the strategy. Rewards, both financial and

non-financial, then reinforce the strategy and enable the employee to receive clear and

definitive feedback on his performance.

The performance of employee’s possibly relying on their skills, knowledge and

competencies but most important their level of motivation toward jobs. Employees have

great skills and competencies and well motivated likely perform healthy (Carl F. Fey et

al. 1999). Compensation treat proficiency to successfully reward workers to jobs and

make an aggressive position via highly annoyed human. Compensation is fundamental

of effective management strategy which make enable uniform reward system

Page 2: Research Paper

associated to organization and individual performance to enhance worker motivation,

retention, moral and to increase outcomes and productivity of their employees (Ahmad

Jamal Tahir et al., ). Ruth Wageman and George Baker (1997) argued that reward and

performance are interdependent and if compensation system not design well can affect

performance.

Literature Review :

According to ( Ermel & Bohl 1997; Guptill et al. 1999, Guy Pare et al. 2000) in last few

years recruitment, selection, attracting and retention of competent worker’s become a

big threat to enterprises. Most significant, slightly examined issue affecting

organizational is incentive structure which includes the supervision of peoples and

compensation policies. There are some features of an organizational incentive structure

that haven’t investigated by economists are pay structures like seniority-base pay

system, promotion-base system etc (George P. Baker 1998). There are different types

of HR practices could be investigated in relationship with performance of employee’s.

Khurram Shahzad et al. (2008) have studied three HR practices includes,

compensation, promotion and performance evaluation and perceived employee

performance.

Teseema & Soeters (2006) used eight HR in their research paper are recruitment and

selection practices, placement practices, training practices, compensation practices,

employee performance evaluation practices, promotion practices, grievance procedure

and pension or social security. While Huselid (1995) studied eleven HRM practices in

his study which are personnel selection, performance appraisal, incentive

compensation, job design, grievance procedures, information sharing, attitude

assessment, labormanagement participation, recruitment efforts, employee training and

promotion criteria. This study observes the relationship between compensation and

employee’s performance. The reason behind selecting compensation because

comparatively it have direct affect on economic earnings and social status of an

Page 3: Research Paper

individual may be considered the major determinant of employee’s performance and at

the other hand Pakistan is a developing country with very low per capita income.

Michael C. Jensen and Kevin J. Murphy (1989) focus on pay for performance so they

argued that performance should be assess before as well after compensation expense.

Contract theory depict that worthful way of encouraging employees and retain

motivated & competent personnel is to pay them on their performances based pay and

employee invention is also base on pay-for-performance (Koichiro Onishi 2006). A

research conducted by Singh.K (2004) argued that employees could be aligning with

business strategy of an organization by compensation system.

If performance management system is put in such manner supported by firm

compensation system in result employees will exert extra effort to perform their duties

(Wright et al. 2003 & Zubair Aslam Marwat et al.). A research conducted by Simon

Burgess et al. (2001) argues that monetary rewards proposed pay for performance have

positive impact on employee’s performance and also have impact in recruitment and

retention of capable employee’s.

Seeking HR crisis in health sector in Africa and less motivated, shortage of health

worker’s and great absenteeism rate Friederike Paul (August,2009) conduct research

and he found that the reason for low performance is high workload, insufficient

institutional environment with the lack of monetary rewards and low salary. The way is

to motivate health worker and retain them to perform well and enhance quality health

care to pay them on performance based. The research conducted by (Khurram

Shahzad et al. 2008 & Zubair Aslam Marwat et al. 2006 ) regarding impact of HR

practices on employee’s performance in context of Pakistan. Their results were helpful

of our hypothesis that HR practice system effect employee outcomes.

Page 4: Research Paper

H: Compensation has positive impact of employee’s performance

Theoretical Model:

Research Methodology:

We have used the data from different sources i.e. Literature, survey using

questionnaire. The literature based on compensation, which include previous research

on compensation. While questionnaire based on questionnaire used by Shahzad,

Bashir & Ramay (2008) to some extent for measuring Impact of HR Practices on

Perceived Performance of University Teachers in Pakistan. The questionnaire contains

close ended questions. For empirical study we have selected Shaukat Khanam hospital

Lahore, Pakistan. A total of 50 questionnaires were distributed in which 35 received

back for analysis. The response was required on five point Tustan scales (0 = strongly

disagree, 4 = strongly agree).

INDEPENDENTVARIABLES

DEPENDENT VARIABLE

Compensation(Extrinsic)

Employee’s Performance

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salary

_perf

m COLA

decisi

ons_p

erf

Comsat

ion -

perform

Rewa

rds

My

perform

ance

satisfie

d_perfo

rmance

perfor

manc

e_qu

alifica

tions

perform

ance of

organiz

ation

informa

tion

system

cost of

living

increas

e

pay

range

pay

struct

ures

incent

ive

plan

perso

n

focus

pay

pay

perform

ing

.227 -.080 .038 .096 -.098 .068 .140 .043 -.172 .096 .058 .017 -.088 -.053 .238 -.127

.171 .635 .819 .565 .558 .683 .402 .796 .302 .568 .728 .918 .600 .752 .150 .448

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.000 -.117 .152 .013 .063 .195 .191 -.281 .047 .075 -.013 -.076 -.163 .288 .003 -.151

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1.000 .484 .363 .939 .706 .242 .252 .087 .781 .654 .939 .651 .327 .080 .986 .366

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.235 .061 -.353* .327* -.104 -.212 .083 -.241 -.437** .240 .206 .281 .248 .157 .218 .209

.156 .717 .030 .045 .536 .202 .619 .144 .006 .146 .214 .087 .134 .348 .188 .208

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.080 -.093 .113 .101 -.447** -.046 .359* -.115 -.049 -.235 .009 -.078 .151 -.178 -.138 -.479**

.632 .577 .498 .545 .005 .783 .027 .490 .768 .156 .959 .641 .366 .286 .409 .002

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

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1 -.129 -.292 -.030 -.182 -.293 .088 -.264 -.078 .273 .118 -.035 .266 .207 .321* .340*

.440 .076 .859 .273 .074 .600 .110 .641 .098 .481 .835 .106 .213 .049 .037

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

-.129 1 -.190 .066 .221 .153 .167 .094 .172 -.063 -.023 -.086 .025 -.306 -.397* -.119

.440 .252 .695 .181 .360 .317 .574 .303 .707 .892 .610 .883 .062 .014 .478

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

-.292 -.190 1 -.015 -.023 -.062 .136 .335* .144 -.304 -.104 -.054 -.260 -.085 -.174 -.295

.076 .252 .930 .890 .711 .414 .040 .390 .064 .535 .746 .115 .611 .296 .072

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38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

-.030 .066 -.015 1 .135 -.106 .212 .028 -.006 -.081 .199 .107 .185 .107 -.100 -.083

.859 .695 .930 .418 .528 .201 .865 .973 .629 .230 .523 .265 .524 .549 .619

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

-.182 .221 -.023 .135 1 .158 .081 .213 -.093 .114 .138 .026 .090 -.055 .002 .219

.273 .181 .890 .418 .342 .627 .198 .578 .496 .409 .876 .591 .744 .989 .187

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

-.293 .153 -.062 -.106 .158 1 .144 .152 .212 -.048 -.243 -.263 -.307 -.205 -.159 -.253

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.074 .360 .711 .528 .342 .388 .363 .202 .773 .142 .110 .061 .218 .340 .125

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.088 .167 .136 .212 .081 .144 1 -.112 .312 -.219 .088 -.327* .137 -.095 -.236 -.267

.600 .317 .414 .201 .627 .388 .503 .057 .187 .600 .045 .413 .569 .153 .105

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

-.264 .094 .335* .028 .213 .152 -.112 1 .162 -.120 -.266 .186 -.137 .026 -.034 .061

.110 .574 .040 .865 .198 .363 .503 .330 .471 .106 .264 .413 .879 .839 .714

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

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-.078 .172 .144 -.006 -.093 .212 .312 .162 1 -.429** -.418** -.407* -.328* -.033 -.363* -.270

.641 .303 .390 .973 .578 .202 .057 .330 .007 .009 .011 .045 .846 .025 .101

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.273 -.063 -.304 -.081 .114 -.048 -.219 -.120 -.429** 1 .492** .272 .115 .080 .579** .680**

.098 .707 .064 .629 .496 .773 .187 .471 .007 .002 .098 .492 .631 .000 .000

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.118 -.023 -.104 .199 .138 -.243 .088 -.266 -.418** .492** 1 .202 .357* .128 .281 .359*

.481 .892 .535 .230 .409 .142 .600 .106 .009 .002 .224 .028 .445 .088 .027

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38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

-.035 -.086 -.054 .107 .026 -.263 -.327* .186 -.407* .272 .202 1 .266 .149 .245 .270

.835 .610 .746 .523 .876 .110 .045 .264 .011 .098 .224 .106 .373 .139 .101

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.266 .025 -.260 .185 .090 -.307 .137 -.137 -.328* .115 .357* .266 1 .089 .069 .084

.106 .883 .115 .265 .591 .061 .413 .413 .045 .492 .028 .106 .596 .681 .617

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.207 -.306 -.085 .107 -.055 -.205 -.095 .026 -.033 .080 .128 .149 .089 1 .395* .218

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.213 .062 .611 .524 .744 .218 .569 .879 .846 .631 .445 .373 .596 .014 .188

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.321* -.397* -.174 -.100 .002 -.159 -.236 -.034 -.363* .579** .281 .245 .069 .395* 1 .546**

.049 .014 .296 .549 .989 .340 .153 .839 .025 .000 .088 .139 .681 .014 .000

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.340* -.119 -.295 -.083 .219 -.253 -.267 .061 -.270 .680** .359* .270 .084 .218 .546** 1

.037 .478 .072 .619 .187 .125 .105 .714 .101 .000 .027 .101 .617 .188 .000

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

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.223 -.556** -.094 -.052 -.173 -.302 -.183 -.268 -.266 .326* .418** .354* .151 .383* .455** .412*

.178 .000 .573 .758 .299 .065 .271 .104 .107 .046 .009 .029 .367 .018 .004 .010

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.098 .064 -.158 .064 .070 -.268 -.166 -.031 -.052 .245 .399* .197 .196 .193 .110 .294

.560 .702 .342 .701 .675 .104 .319 .853 .755 .138 .013 .237 .239 .247 .512 .073

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

.140 -.431** -.118 -.144 -.167 -.164 .021 -.190 -.326* .218 .199 .171 .270 .473** .437** .303

.403 .007 .479 .388 .317 .326 .901 .252 .046 .189 .230 .303 .101 .003 .006 .064

Page 14: Research Paper

38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38

Discussion

The correlation matrix indicates that Compensation Practices are strongly correlated

with employee’s performance in SHUAKAT KHANUM HOSPITAL Lahore. Pakistan is a

developing country with very low per capita income and compensation is a motivating

factor for employees and their performance also related to compensation and rewards.

These results all those organizations who are interested for High growth through

increasing employee participation must pay attention on Compensation not only on

extrinsic also on fringe compensation.

Limitations and suggestions for further research

Our study has three main limitations. The first one is the difficulty to investigate the

causality of the relationships. Consistent with the expectancy theory, motivation is

based on the expected value of the rewards (monetary compensation and promotions).

Motivation in turn is linked to performance. Performance in turn is an input parameter

into the performance measurement and evaluation system. The perception of the

compensation system will therefore consist of updated believes of how motivation

results in rewards.

Page 15: Research Paper

The research site causes the second limitation. The research site was a single

organization. This leads to the limitation that we are unable to identify the practical

boundaries of this study and the possibility of generalizing the results.

The third limitation is related to the cost and time constraint, especially limitation of time

and data gathering. The impact of a compensation system on the performance of

employees depends for a large part on the importance of extrinsic motivation for total

motivation. Further research might also lead to an improved understanding of the

optimal balance between improving the monetary and nonmonetary compensation

system and also discretionary compensation.

Conclusion

The paper had concluded that Compensation management has a direct

relationship with employee motivation and performance. Extrinsic benefit plans plays a

delight role in perception of an employee towards its organization and its work. And

these factors play the role of satisfiers. Extrinsic compensation has a profound impact

upon an employee’s loyalty and an organization’s turn over. Extrinsic compensation

plays the role of motivators for the employees and associates them with their job and

organization. They feel important and consider their performance as organization

performance and image of organization as their own image.

Recommendations

From our conclusion it can be wisely recommended that hospital sector must

focus a lot upon the well being of its Human Resources. So that they can achieve a

competitive advantage through them and stand apart as well stand strong in such

hard times as in current global financial crisis. The paper recommends extrinsic

factors as the basis but intrinsic as the beauty as only the inner satisfaction can produce

optimum quality. This is an introductory and basic type of work on the

topic therefore it recommends more research on the topic including exploration of

different aspects of motivation and job satisfaction and the factors that are necessary to

determine there levels.

Page 16: Research Paper

Bibliography :

1. Carl F. Fey, Ingmar Bjorkman, Antonina Pavlovskaya (1999), The effect of

Human Resource Management practices on firm performance in Russia,

Stockholm school of Economics n St. Petersburg working paper #99-102.s

2. Ahmad Jamal Tahir, Muhammad Sohaib Ahmed, Muhammad Zohair Sahoo,

Subhan Ullah, Kamran Azam, Anwar khan Marwat “A Comparison of Intrinsic

and Extrinsic Compensation Instruments in the Banking Sector of Pakistan :A

Case of National Bank of Pakistan (NBP), District Attock “

3. Ruth Wageman and George Baker, (1997) Incentives and Cooperation: The Joint

Effects of Task and Reward Interdependence on Group Performance, Journal of

Organizational Behavior, Vol. 18, No. 2 (Mar., 1997), pp. 139-158

4. Ermel L., Bohl D., (1997). Responding to a Tight Labor Market : Using Incentives

to attract and Retain Talented Workers. American Management Association

International, Nov/Dec 1997, 25-29.

5. Guptill, B. Stewart, B. Maroccio, L., Potter, K. and C. Claps (1999). 1998 IT

Spending and Staffing Survey Results. Gartner Group Strategic Analysis Report,

April 1st.

6. Guy Paré, HEC, Montréal, Michel Tremblay, HEC, Montréal Patrick Lalonde, Bell

Mobilité (2000), Cahier du GReSI no 00-07 Septembre 2000

7. George P. Baker, Michael C. Jensen and Kevin J. Murphy 1998,

COMPENSATION AND INCENTIVES: PRACTICE VS. THEORY, Foundations

of Organizational Strategy, Michael C. Jensen, Harvard University Press, 1998.

8. Khurram Shahzad*, Sajid Bashir** and Muhammad I Ramay 2008, Impact of HR

Practices on Perceived Performance of University Teachers in Pakistan,

International Review of Business Research Papers Vol. 4 No.2 March 2008

Pp.302-315.

9. Tessema, M. and Soeters, J. (2006). Challenges and prospects of HRM in

developing countries: testing the HRM-performance link in Eritrean civil

service, International Journal of Human Resource Management, 17(1), 86-

Page 17: Research Paper

105.

10.Huselid, M. A. (1995). The impact of human resource management practices on

turnover, productivity and corporate financial performance, Academy of

Management Journal, 38(3), 635-672.

11.Michael C. Jensen and Kevin J. Murphy (1989), Performance Pay and Top-

Management Incentives, (forthcoming, Journal of Political Economy, April 1990)

12.Koichiro Onishi (2006), Do Compensation Systems for Employee Inventions

Increase Incentives for Researchers? Evidence from Japanese Panel Data, IIP

Bulletin 2006.

13.Singh K (2004). ‘Impact of HR practices on perceived firm performance in India’.

Asia pacific Journal of Human Resources 42:3 301-317

14.Wright P, Gardener T, Moynihan L (2003). ‘The Impact of HR practices on the

performance of business units’. Human Resource Management Journal 13:3 21-

36

15.Zubair Aslam Marwat, Tahir Masood Qureshi & Muhammad I Ramay, (2006)

Impact of human resource management (hrm) practices on employees

performance: a case of pakistani telecom sector

16.Simon Burgess, Bronwyn Croxson, Paul Gregg & Carol Propper (2001), The

Intricacies of the Relationship Between Pay and Performance for Teachers: Do

teachers respond to Performance Related, CMPO Working Paper Series No.

01/35

17.Friederike Paul (2009), Health worker motivation and role of performance based

finance system in Africa: A qualitative study on health worker motivation and the

Rwandan performance based finance initiative in district hospital, Development

Studies Institute, London school of economics and political science (August,

2009).

18.Basic Considerations For Performance Management Systems,

www.MyPlaceToLearn.com System Integration™ 1-800-752-5446

Page 18: Research Paper

19.Dr. Nilubon Sivabrovornvatana, The effect of operational human resource

management practices on organizational performance in : a case study of Thai

hospital industry.

20.Susanne Krivanek (1999), Poor employee performance: Is training the remedy?

http://search.techrepublic.com.com/search/SusanneKrivanek.html

21.David Maister (2001-2009) Professional business, professional life

[email protected]

Page 19: Research Paper

A SURVEY ON IMPACT OF COMPENSATION ON EMPLOYEE’S PERFORMANCE

Dear Respondent!

We are the students of BBA (HRM) at COMSATS Institute of Information

Technology, Lahore Campus, and areconducting a research on ‘Impact of

Compensation on Employee’s Performance in Shaukat Khanam Hospital,

Lahore”. The questionnaire will be used for research which is a part of our

research work. The objective of this questionnaire is to find out relationship

between Compensation and employee performance in Shaukat Khanam Hospital,

Lahore. It should not take more than 15 minutes to fill the questionnaire as all of

questions just require you to tick appropriate answer. These questions pertain to

your experiences in your current job and organization. Your answer will be kept

strictly confidential and will only be used for research purposes. Your name will

not be mentioned any where on the document so kindly give an impartial opinion

to make research successful. Your cooperation is highly appreciated. If you need

findings of this research please send a request to [email protected]&

[email protected]

Thanks once again for your time and cooperation.

GUL RAHIM & ALAMZEB.

COMSATS

Please tick the appropriate answer.

1. Employee compensation is at the heart of the employment relationship.

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

Page 20: Research Paper

2. Compensation decisions influence your ability to compete (attract and retain) for

Employees in the labor market.

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

3. Presence of attractive compensation system?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

4. Presence of salary that reflects performance?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

5. Presence of salary that encourages better performance?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

Page 21: Research Paper

6. Presence of salary that reflects standard of living?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

7. These decisions affect employee attitudes and behaviors while working for your

Organization.

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

8. Compensation is closely tied to performance?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

9. Rewards & compensation are related to the level of knowledge acquired by

employees?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

Page 22: Research Paper

10. My performance is better than that of my colleagues with similar qualifications.

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

11. I am satisfied with my performance because it is mostly good.

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

12. My performance is better than that of employees with similar qualifications in

other organization.

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

13. . The performance of my organization is better than that of other.

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

Page 23: Research Paper

14. Having information system for reward and compensation?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

15. Does your company give a cost of living increase?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

16. The pay ranges in your current pay structure progress from one pay grade to the

next by a percentage difference.

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

17. Do you have separate pay structures in your organization, e.g., one for clerical,

one for technical etc.?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

18. Does your company have a bonus or incentive plan?

Page 24: Research Paper

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

19. Does your organization use market data for establishing the pay ranges for your

pay structure?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

20. Is there an incentive in place for performing well?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

21. Is there a guard against punishing good performance?(punishment for good

performance)

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

Page 25: Research Paper

22. Is the employee’s performance measured?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

23. Is the measurement based on task performance?

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

0 1 2 3 4

Page 26: Research Paper

Demographic Information

Age (Please Tick your age Group)

20-25 26-30 31-35 36-40 41-45 46-50 51-55 Above 56

Please Tick applicable gender

Male Female

Education (Please Tick your Education Group)

Matriculation Intermediate G graduation

Masters Diploma with Matric /Inter Other

Total years of Experience (Please Tick your Experience Group)

1-3 4-6 7-9 10-12 13-15 16-19 20 or above

Total years of Experience with this Organization (Please Tick your Experience

Group)

1-3 4-6 7-9 10-12 13-15 16-19 20 or above

Date____________ Designation_____________________

Department_____________________________________


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