International Research Journal of Business and Management IRJBM

ISSN 2322-083X

Impact of Rewards and Recognition on Employees Job Satisfaction and

Motivation in Private Banks of Tirunelveli City

Dr.V.T.R. Vijayakumar
Professor & Head
Department of M.B.A
St.Xaviers Catholic College of Engineering
Nagerkoil, Tamilnadu - India

Mrs. B.Subha
Assistant Professor, Department of M.B.A
PET Engineering College, Vallioor
Tamilnadu - India
Abstract
This study aims to analyze the impact of rewards and recognition on employees job
satisfaction and motivation in private banks of Tirunelveli city. In this study data were
collected from employees of private banks. Human resources are the asset of any
organization. Motivated employees work more efficiently thus help to provide more profit to
the organization .The present study is an attempt to find out whether there is relationship
between rewards and recognition on employees motivation and satisfaction. The statistical
analysis showed that different dimensions of work motivation and satisfaction are
significantly correlated and reward and recognition have great impact on motivation and
satisfaction of the employees.
Key words: Rewards, Recognition, work motivation and satisfaction
Introduction
According to Baron (1983,p.123)motivation is an accumulation of different processes which
influence and direct our behaviour to achieve some specific goal. It is such a dynamic in
todays environment that explicitly creates and encompasses a positive impact on job. Within
an organization the best performance is feasible with most committed employees that can
only be achieved through employee motivation. Human resources are now seen as the
primary source of companys competitive advantage. Therefore the way people are treated
increasingly determines whether an organization will prosper or even survive
(Lawler,2003).To ensure that people are treated fairly, organizations are acknowledging that
they need to establish an equitable balance between employee contribution to the
organization and the organizations contribution to the employee. Establishing this balance
and meeting this need is one of the first reasons, according to Deeprose (1994),to reward
and recognize employees.

IRJBM ( www.irjbm.org ) November 2013 - Volume No V

Global Wisdom Research Publications All Rights Reserved.

64


International Research Journal of Business and Management IRJBM

ISSN 2322-083X

Review of literature
Rewards
The Word rewards state the benefits that workers receive from their jobs (Kalleberg
1977,Mottaz1988), and Significant elements of employee job attitudes such as organizational
commitment, motivation and job satisfaction (Steers and Porter 1991). In any organization,
rewards play an important role in building and sustaining the commitment among employees
that ensures a high standard of performance and workforce constancy (Wang 2004).
According to the individualorganization exchange theme, individuals enter organizations
with specific set of skills, desires and goals, and expect in return a decent working
environment where they can use their skills, satisfy desires, and attain their goals (Mottaz
1988). Mostly organizations have increased the substantial improvement by entirely
complying with the organizational strategy by a well-balanced reward and recognition
programs for employee.Reward refers to all categories of financial benefits, tangible services
and benefits that an employee receives as part of employment relationship with the
organization (Bratton and Gold 1994). Lawler (2003) described that there are two aspects that
decide how much a reward is attractive, the quantity of reward which is provided and the
weight age an employee gives to a specific reward. Employees are certainly closer to their
organizations and perform better job, while they receive healthier reward and recognition in
their organizations. Rewards increase the level of efficiency and performance of the
employees on their jobsand in the result thereof increase the success of the organization.
Generally employees job description and job specification determines rewards to maintain
fairness among employees within an organization and competitive in the marketplace (Zaini
et al. 2009). Organizational rewards means all the benefits i.e. financial and non-financial that
an employee receives through their employment relationship with an organization (Bratton
and Gold1994,Malhotra et al. 2007). According to the literature the rewards distinguishes
into three main types that individuals seek from their organization i.e. extrinsic, intrinsic and
social rewards (Williamson et al. 2009). Extrinsic rewards are the physical benefits provided
by the organization such as pay, bonus, fringe benefits and career development opportunities.
Intrinsic rewards refer to the rewards that come from the content of the job itself, and
encompass motivational characteristics of the job such as autonomy, role clarity and training
(Hackman and Oldham 1976). Social rewards arise from the interaction with other people on
the job and may include having supportive relationships with supervisor and co-workers. Ali
and Ahmed (2009) established that there is a substantial affiliation between reward and
recognition, and similarly in employee motivation and job satisfaction. Study exposed that if
rewards and recognition offered to employees then there would be a substantial modification
in work motivation and satisfaction.
Motivation
The most practical definition proposed by social scientist that, motivation is a psychological
processes that origin the stimulation, direction, and persistence of behaviour (Luthans2005).
Many authors add a voluntary component or goal directed emphasis to that definition
(Hellriegel and Slocum 1976). Thus motivation becomes those psychological procedures that
cause the arousal, direction, and persistence of voluntary actions that are goal directed. The
features such as incentives and rewards are the most favoured factors for employee
motivation programs. However, the performance of employee job satisfaction is an
IRJBM ( www.irjbm.org ) November 2013 - Volume No V
Global Wisdom Research Publications All Rights Reserved.

65


International Research Journal of Business and Management IRJBM

ISSN 2322-083X

imperative motivator and an arrangement of psychological and environment circumstances

(Spector 1985, Milne 2007).Motivation programs are the key component of incentives,
rewards and recognition as different organizations correlate success factor with employee
performance. Employees are completely motivated when they achieved their needs.
Kiviniemi et al. (2002) described that job satisfaction of the employees increase by the
rewards they receive from the organizations. Pay and promotion dependents on performance
and provide strong motivation for employees to work harder in order to be promoted (Lepak
and Snell 1999). In any organization, the exceptional performance is possible with great
committed employees that can merely achieved by employee motivation. Chiu et al. (2002)
highlighted that organization implements merit pay system to reward employees for meeting
specific goals, which can affect employee motivation levels. However most of the
organizations gained the immense progress by fully complying with their business strategy
through a well-balanced reward and motivation programs for the employee. In the existing
vibrant environment the extremely motivated employees provide their services as a synergy
for achievement of organizational goals, business strategies, high proficiency, growth and
performance. Motivation is similarly compulsory when the employee of an organization has
not a good relationship pattern.
Recognition
According to Balzar et al. (1997) job satisfaction is a sensation that employees have about
their work environment and their expectations towards work. Thus, job satisfaction can be
recognized as what one wants or values from a job (Brief and Weiss 2002).Different kinds of
satisfaction lead to diverse objectives and behaviours that ascend from different types of
motivation in getting different types of rewards (Luthanset al. 2005).Rewards with their
aftermath relationship were expected to establish on satisfaction of the employee with their
organization(Milne 2007). Amabile et al. (1994) concluded that employee who reveals high
job satisfaction is motivated by rewards, and rewards supported work engagement
(Vandenbergheand Trembley 2008). According to Zainis (2009) satisfaction of rewards in
public and private sector employee has been established certainly associated with job
satisfaction. Furthermore, Zaini et al. (2009) and Chew (2005) preceding research found that
job satisfaction is associated with the monetary compensation (pay, promotion, and bonus)
and non-monetary compensation isone of the most important explanatory variables in both
sectors (A. Furham et al. 2009).
Organizations like banking sector have determined a balance between the performance of the
employees and their commitment to the work which in result of job satisfaction. Reward and
motivation are the two main factors that have an effect on the job satisfaction and motivation
of employees. In reference to statistics, there is a significant relationship between reward and
recognition, and between motivation and job satisfaction (Ali and Ahmed, 2009). Providing
the financial benefit to employees without any prominent expression also loses its
importance. Rewards have a direct link with the motivation and job satisfaction of the
employees. Variations in rewards and recognition can bring a positive change in work
motivation and job satisfaction of the employee (Ali and Ahmed, 2009). Smith et al. (1969)
defined the job satisfaction as the level to which an individual has a positive attitude towards
his job, either in general or towards a specific dimension. The attitudinal type of job
satisfaction suggests that an individual would attempt to stay with a satisfying job and quit a
dissatisfying job (Spector 1985). Different studies treated job satisfaction as a predictor of
IRJBM ( www.irjbm.org ) November 2013 - Volume No V
Global Wisdom Research Publications All Rights Reserved.

66


International Research Journal of Business and Management IRJBM

ISSN 2322-083X

significant behavioural outcomes, such as determined to leave, turnover, and absenteeism

(Elangovan 2001). The considering role of job satisfaction has also been inspected by several
researchers (Lok and Crawford 2001). It has been an utmost researched topic and thousands
of studies have been conducted on this single topic to measure the job satisfaction of
industrial workers, teachers, bank officers, administrators, and managers in a variety of
undertakings the world over (Sweeney, Hohenshil and Fortune 2002)
Methodology
The present study aims to determine the impact of rewards and recognition on employees
motivation and job satisfaction of private banks in Tirunelveli city.The reason for including
this sector is because there is a trend of fast development in private banks in Tirunelveli city.
For this purpose a non probability sampling, i.e., convenience sampling technique is used for
recording the responses of 184 respondents. The convenience sampling is used because the
information gathered from those employees who were accessed quite easily and conveniently.
The procedure used to gather data is the hypotheses and the statistical techniques used to
analyze the data. The obtained data is analyzed through statistical package for social
science(SPSS)Version 16.The statistical methods involved those of descriptive (Mean and
standard deviation)and inferential statistics (Pearson correlation)for the predictors of
motivation and satisfaction of employees.
Objectives
1)To determine the impact of rewards on motivation
2)To determine the impact of rewards on satisfaction
3)To determine the impact of recognition on motivation.
4)To determine the impact of recognition on satisfaction.
Hypothesis
H1:There is significant relationship between work content and work motivation and
satisfaction.
H2:There is significant relationship between payment and work motivation and satisfaction.
H3:There is significant relationship between promotion and work motivation and
satisfaction.
H4:There is significant relationship between recognition and work motivation and
satisfaction.
H5:There is significant relationship between working conditions and work motivation and
satisfaction.
H6:There is significant relationship between benefits and work motivation and satisfaction.
H7:There is significant relationship between personal and work motivation and satisfaction.
H8:There is significant relationship between leader and work motivation and satisfaction.
H9:There is significant relationship between general and work motivation and satisfaction.
H10:There is significant relationship between rewards and work motivation and satisfaction

IRJBM ( www.irjbm.org ) November 2013 - Volume No V

Global Wisdom Research Publications All Rights Reserved.

67


International Research Journal of Business and Management IRJBM

ISSN 2322-083X

Data collection instrument

For the purpose of this study a quantitative methodology was followed and a questionnaire
was used as the measuring instrument.The data gathering techniques used included ,the work
satisfaction and motivation questionnaire as set out by De Beer(1987)
The nine dimensions of the questionnaire that impact employee satisfaction and motivation
of De Beer(1987) are as follows.
1.Work content probed the respondents feeling about the type of work they do.
2.Payment probed respondents satisfaction with their salary.
3.Promotion probed for the opportunity that the organization offers for promotion.
4.Recognition probed whether the respondent was receiving the recognition and feedback
for the job they perform.
5.Working conditions were probed as the fifth factor and looked at opportunity to mix with
colleagues and inter personal relationships
6.Benefits looked at whether the benefits such as pensions, medical scheme and leave were
satisfactory.
7.Personal probed the respondents feeling towards their job.
8.Leadership or supervision probed the level of satisfaction with the manager.
9.General probed if the respondents has considered alternative employement, and hence their
level of satisfaction with the organization
Results
Table 1
Descriptive statistics for the dimensions of work motivation and satisfaction
Variables

Mean

Standard deviation

Work content

1.49

.64

Payment

2.50

.67

Promotion

2.12

.62

Recognition

2.98

.63

Working conditions

1.36

.72

Benefits

1.82

.65

Personal

1.21

.69

Leader/supervisor

1.46

.67

General

1.34

.54

*where high variables correspond to low motivation

IRJBM ( www.irjbm.org ) November 2013 - Volume No V

Global Wisdom Research Publications All Rights Reserved.

68


International Research Journal of Business and Management IRJBM

ISSN 2322-083X

With respect to the dimensions of work motivation assessed by the work motivation and
satisfactionquestionnaire,Table1,indicates that the means for the work content, payment,
promotion, recognition, working conditions, benefits, personal, leader and general ranged
from a low 1.21 to a high of 2.98.Hece it is clear that employees in the study are motivated,
however the mean values for payment, promotion, recognitions and benefits indicates that
employees are demotivated and dissatisfied with that area. However employees were highly
motivated towards working conditions, personal and general dimensions.
Table 2
Dimension correlations rewards and satisfaction
Work motivation and satisfaction
Variables

Pearson correlation

Significance (2-tailed)

Work content

.63**

0.000

Payment

.82**

0.000

Promotion

.76**

0.000

Recognition

.93**

0.000

Working conditions

.60**

0.000

Benefits

.65**

0.000

Personal

.38*

0.000

Leader

.39*

0.000

General

.37*

0.000

*Correlation is significant at the 0.05 level (2 tailed)

** Correlation is significant at the 0.01level(2 tailed)

The results indicates that work content correlates significantly with work motivation and
satisfaction(r=.63, p<0.01).This supports the hypothesis that there is significant relationship
between work content and work motivation and satisfaction.
A significant correlation is shown to exist between payment and work motivation and
satisfaction (r = 0.82, p < 0.01), supporting the hypothesis that there is a significant
relationship between payment and work motivation and satisfaction. There was also a
significant relationship between promotion and work motivation and satisfaction (r = 0.76, p
< 0.01). Hence, this supports the hypothesis that promotion opportunities are significantly
related to work motivation and satisfaction.
A significant correlation also exists between recognition and work motivation and
satisfaction(r = 0.93, p < 0.01), supporting that recognition is significant in explaining the
variance in work motivation and satisfaction. There was a significant relationship between
working conditions and work motivation and satisfaction (r = 0.60, p < 0.01). Hence, the
hypothesis that there is a relationship between working conditions and work motivation and
IRJBM ( www.irjbm.org ) November 2013 - Volume No V
Global Wisdom Research Publications All Rights Reserved.

69


International Research Journal of Business and Management IRJBM

ISSN 2322-083X

satisfaction is supported. There was a significant relationship between benefits and work
motivation and satisfaction (r = 0.65, p < 0.01), supporting the hypothesis that benefits are
significant in explaining work motivation and satisfaction. A significant correlation was
found to exist between the dimension of personal and work motivation and satisfaction (r =
0.38, p < 0,05). There was a significant relationship between leader/supervisor and work
motivation and satisfaction (r = 0.39 p < 0.05) as well as between general and work
motivation and satisfaction (r = 0.37, p <0.05)
Table 3
The relationship between rewards, recognition and work motivation and satisfaction
Work satisfaction and motivation
Rewards

.82**

Recognition

.93**

**

Correlation is significant at the 0.01 level (2-tailed)

There is a statistically significant, direct and positive relationship between rewards and work
satisfaction and motivation (r = 0.82, p < 0.01). Hence, if rewards offered to employees were
to be altered, then there would be a corresponding change in work motivation and
satisfaction. The results indicate that there is a statistically significant, direct and positive
relationship between recognition and work satisfaction and motivation (r = 0.93, p < 0.01).
This implies that if the recognition accorded to employees were to change, there would be a
change in work motivation and satisfaction.
Conclusion
The study concludes that rewards and recognition if improved could have positive effect on
motivation and satisfaction. Thus reward plan plays vital role in enhancing the value
delivered to the employees. Although many dimensions of work and job motivation are
related to motivation and satisfaction, the mean values of payment, promotion, benefits and
recognitions, shows that employees are less motivated with those aspects. Hence rewards and
recognition plans programmes given to the employees of private banks in Tirunelveli city has
to be revised, in such a way that it has to motivate and satisfy them.
References:
1. Ali, R., and Ahmed, M. S. (2009). The impact of reward and recognition programs on
employees motivation and satisfaction: an empirical study. International Review of
Business Research Papers, 5(4), 270-279.
2. Amabile, T. M., Hill, K. G., Hennessey, B. A., andTighe, E. M. (1994). The Work
Preference Inventory: Assessing intrinsic and extrinsic motivational orientations.
Journal of Personality and SocialPsychology, 66: 950 967.
3. Balzer, W., Kihm, J., Smith, P., Irwin, J., Bachiochi, P., Robie, C., Sinar, E., and
Parra, L. (1997).Users manual for the job descriptive index (JDI; 1997 Revision) and
the job in general (JIG) scales. Ohio: Bowling Green State University.
IRJBM ( www.irjbm.org ) November 2013 - Volume No V
Global Wisdom Research Publications All Rights Reserved.

70


International Research Journal of Business and Management IRJBM

ISSN 2322-083X

4. Baron, R. A. (1983). Behaviour in organisations. New York: Allyn& Bacon, Inc.

5. Board, L. M. (2007). Coaching a stockholder on performance improvement option.
ASTD International conferenceAtlanta GA, USA.
6. Boxall, P. (1998). Achieving competitive advantage through human resource strategy:
towards a theory of industry dynamics. Human Resource Management Review, 8(3),
265288. doi:10.1016/S1053-4822(98)90005-5.
7. Beer, M., Spector, B., Lawrence, P.R., Mills, D.Q.,and Walton, R.E. (eds.) (1985).
Human Resource Management. General Managers Perspective, New York
8. Bratton, J. and Gold, J. (1994). Human Resource Management Theory and Practice.
Basingstoke: Macmillan
9. Brief, A. P., and Weiss, H. M. (2002). Organizational Behavior: Affect in the
workplace. Annual Reviewof Psychology. 53, 279 307.
10. Cappelli, P and Crocker-Hefter, A (1996). Distinctive human resources are firms
core competencies. Organizational Dynamics, Vol 7, No 21.
11. Campbell, J. P., and Pritchard, R. D (1976). Motivation theory in industrial and
organizational psychology. In M. D. Dunnette (Ed.), Handbook of industrial and
12. organizational psychology. Chicago: Rand McNally, 62-130.
13. Crewson, P., E. (1997). Public service motivation: Building Empirical Evidence of
Incidence and Effect. Journal of Public Administration Research and Theory,
7(4):499-518.
14. Chiu, R.K., Luk, V.W.M. and Tang, T.L. (2002). Retaining and Motivating
Employees: Compensation Preferences in Hong Kong and China. Personnel Review,
31, pp. 40231.
15. Furham, A. Eracleous, T. Chamorro-Premusiz (2009). Personality, motivation and job
satisfaction: Herzberg meets the Big Five. Journal of Managerial Psychology.24 (8):
765- 779.
16. Vandenberghe, and M. Trembley (2008). The role of pay satisfaction and
organizational commitment inturnover intention: A two sample study. Journal of
17. Business and Psychology. 22: 275-286.
18. Deeprose,D.(1994)How to recognize and reward employees. New york:AMACOM
19. DeeBeer.M.J(1987) n ondersoek na die rol wat arbeidsomset in die bedryf speel met
spesifieke verwysing na werkbeverediging en werksmotivering .Unpublished masters
dissertation,university of free state,Bloemfontein.
20. P. Lepak, and S. A. Snell (1999). The human resource architecture: Toward a theory
of human capitalallocation and development. Academy of Management R
21. eview. 24 (1): 31-48.
22. Srivastava (2004). Sectorial comparison of factors influencing job satisfaction in
Indian banking sector. Singapore Management Review. (5): 50-55.
23. Devanna , M.A., Fombrun, C.J., Tichy, N.M. (1984). A Framework for strategic
human resource management, in Fombrun, C.J., Tichy, M. M. and Devanna, M.A.
(eds)Strategic Human Resource Management, New York: John Wiley.
24. Elangovan, A. R. (2001). Causal Ordering of Stress,Satisfaction and Commitment,
and Intention to Quit: A Structural Equations Analysis. Leadership & Organization
Development Journal, 22 (4), 159-166.
25. Eisenberger, R., & Cameron, J. (1996). Detrimental effects of reward: Reality or
Myth?. American Psychologist, 51, 1153-1166
26. Gabris, G. T. and Simo, G. (1995). Public Sector Motivation as an Independent
Variable Affecting Career Decisions. Public Personnel Management. 24: 1 pp33
IRJBM ( www.irjbm.org ) November 2013 - Volume No V
Global Wisdom Research Publications All Rights Reserved.

71


International Research Journal of Business and Management IRJBM

ISSN 2322-083X

50.
27. G. T. Milkovich, and J. M. Gerhart (10th eds.) (2011). Compensation Management.
Singapore: McGraw Hill, pp. 112-119.
28. Hackman, J.R. and Oldham, G.R. (1976). Motivation through the Design of Work:
Test of a Theory. Organizational Behavior and Human Performance, 16:
29. 25079.
30. Huse, E. F., and Bowditch, J. L (1977). Behavior in organizations: A systems
approach to managing. Reading, Mass.: Addison Wesley.
31. Hellriegel, D., and Slocum, J. W., Jr (1976). Organizational Behavior: Contingency
Views. St. Paul, Minn: West Publishing.
32. H. F. Lin (2007). Effects of Extrinsic and Intrinsic Motivation on Employee
Knowledge Sharing Intentions. Journal of Information Science. 33 (2): 135-149.
33. Houston, David J. (2000). Public Service Motivation: A Multivariate Test. Journal of
Public Administration Research and Theory 10 (4): 713 727
34. J. Edwards, D. M. Cable, I. O. Williamson, L. S. Lambert, A. J. Shipp (2006). The
phenomenology of fit: Linking person and environment to the subjective experience
of person environment fit. Journal of Applied Psychology. 91 (4): 802-827.
35. J. Bhatnagar (2007). Talent management strategy of employee engagement in Indian
ITES employee: Key toretention. Employee Relations. 29: 640-663.
36. Kalleberg, A.L. (1977). Work Values and Job Rewards: A Theory of Job Satisfaction.
American Sociological Review, 42: 12443.
37. K. W. Luthans, and S. M. Sommers (2005). The impacts of high performance work on
industry level outcomes. Journal of Managerial Issues. 17 (3): 327-345
38. Karl, K. A., and Sutton, C. L. (1998). Job values in today's workforce: A comparison
of public and private sector employees. Public Personnel Management, 27(4): 515527.
39. Lawler, E. E. (2003). Treat people right. San Francisco: Jossey-Bass Inc. McGrawHill Irwin.
40. Lok P, Crawford J (2001). Antecedents of organizational commitment and the
mediating role of job satisfaction. J. Manage. Psychol., 16(8): 594-613.
41. Luthans, F (1977). Organizational behavior. New York: McGraw-Hill, 1977.
42. Luthans, F., Avolio, B. J., Walumbwa, F. O., and Li, W. (2005). The psychological
capital of Chinese workers: Exploring the relationship with performance.
Management and Organization Review, 1, 247-269
43. Lewis, G. B., and Park, K. (1989). Turnover races in federal white-collar
employment: Are women more likely to quit than men?. American Review of Public
Administration 19(1), 13-28.
44. Maidani, Ebrahim A.(1991). Comparative Study of Herzbergs Two-Factor Theory of
Job Satisfaction amongPublic and Private Sectors. Public Personnel Management 20
(4): 441 48.
45. M. T. Kiviniemi, M. Snyder, A. M. Omoto (2002). Toomany good things? The effect
of multiple motivations on stress. Personality and Social Psychology Belletin.
28: 732-743.
46. Malhotra, N., Budhwar, P., and Prowse, P. (2007). Linking Rewards to Commitment:
An Empirical Investigation of Four UK Call Centres. International Journal of Human
Resource Management, 18, 12, 20952128.
47. Milne, P. (2007). Motivation, incentives and organisational culture. Journal of
Knowledge Management, Vol. 11, pp. 28-38.
IRJBM ( www.irjbm.org ) November 2013 - Volume No V
Global Wisdom Research Publications All Rights Reserved.

72


International Research Journal of Business and Management IRJBM

ISSN 2322-083X

48. Mottaz, C.J. (1988). Determinants of OrganizationalCommitment. Human Relations,

41(6): 467482
49. dhwar, P., and Prowse, P. (2007). Linking Rewards to Commitment: An Empirical
Investigation of Four UK Call Centres. International Journal of Human Resource
Management, 18, 12, 20952128.
50. Milne, P. (2007). Motivation, incentives and organisational culture. Journal of
Knowledge Management, Vol. 11, pp. 28-38.
51. Mottaz, C.J. (1988). Determinants of Organizational Commitment. Human Relations,
41(6): 467482
52. P. Milne (2007). Motivation, incentives and organizational culture. Journal of
Knowledge Management. 11 (6): 28 - 38.
53. P. E. Spector (1985). Job Satisfaction: Application, assessment, causes and
consequences. Thousand Oaks: SAGE Publications. pp. 10-15.
54. Peretomode, V. F. (1991). Educational Administration: Applied Concepts and
Theoretical Perspective. Lagos: Joja Educational Research and Publishers.
55. R. K. Chiu, V. W. Luk, T. L (2002). Tang. Retaining and motivating employee:
Compensation preferences in Hong Kong and China. Personnel Review. 31 (4): 402431.
56. Schuler, R.S., and Jackson, S.E. (1996). Human Resource Management: Positioning
for the 21stCentury. (6th ed.), New York: West Publishing Company.
57. Smith, M., Kendall, L. and Hulin, C. (1969). The Measurement of Satisfaction in
Work and in Retirement: A Strategy for the Study of Attitudes. Rand McNally,
Chicago, IL.
58. S. Ramlall (2004). A review of employee motivation theories and their implications
for employee retention within organizations. Journal of American Academy of
Business. 5 (1/2): 52-64.
59. Steers, R. M. and Porter, L.W. (1991). Motivation and Work Behaviour. 5th ed. New
York: McGraw-Hill.
60. Sweeney, A. P., Hohenshil, T. H., & Fortune, J. C. (2002). Job satisfaction among
employee assistance professionals: A national study. Journal of Employment
Counselling, 39, 50-60.
61. Wang, Y. (2004). Observations on the Organizational Commitment of Chinese
Employees: Comparative Studies of State-Owned Enterprises and Foreign-Invested
Enterprises. The International Journal of Human Resource Management, 15(4/5):
64964.
62. Williamson, I.O., Burnett, M.F., and Bartol, K.M. (2009). The Interactive Effect of
Collectivism and Organizational Rewards on Affective Organizational Commitment.
Cross Cultural Management: An International Journal, 16, 2843.
63. Vandenberghe and Trembley (2008). The role of pay satisfaction and organizational
commitment in turnover intentions: A two sample study. Journal of Business
and psychology, 22(3), 275 286.
64. Vansteenkiste, M. (2005). Intrinsic versus extrinsic goal promotion and autonomy
support versus control. Doctoral Dissertation. Leuven: KU Leuven.
65. Y. T. Chew (2005). Achieving organizational prosperity through employee motivation
and retention: A comparative study of strategic HRM practices in Malaysian
institutions. Research and Practice in Human Resource Management. 13 (2): 87-104.

IRJBM ( www.irjbm.org ) November 2013 - Volume No V

Global Wisdom Research Publications All Rights Reserved.

73