LITERATURE REVIEW

Dr. Muhammad Abdul Malik, (Dr.Muhammad Abdul Malik, Aug. 2011), professor of Urdu university of Karachi, Pakistan, had done research on Motivation and non-monetory incentives:empirical study on the sales force of soft drink industry. on employees of soft drink company based at Karachi. The objective of research was to done to measure the relationship between human resource involvement and motivation techniques. It is mentioned in the report that security is the first priority of the sales force and the second priority is relations with peers. Data was collected from 61 out of 67 sales force personnel of soft drink industry of Karachi survey was conducted through the questionnaire method.

Dr. A.S.Shiralashetti, Faculty Member, P.G.Department of Commerce, Karnataka University, Dharwad in their research paper Retention of Employees in Small and Micro Enterprises through Motivation (A.S.Shiralashetti, Jan.2012), paper had identified the needs of employees in organizations and suggested for providing financial and non-financial incentives to retain employees for longer period. The data were collected from 320 employees by selecting them as sample from four group of (food based, forest based, service based and electric and electronic) SMEs in Dharwad district.

(E.PIETER Jason, 2009)The research national differences in incentives compensation was conducted by E.PIETER Jason, Kenneth A. Merchant, Wima. Van der stede in 2004 the research was conducted on a study which aimed at determining and effects of subjectivity in incentives. The objective of the research was to find out whether management practices in automotive retailers in USA and in DUTCH are affected by cross-national differences and if then how, It also focus on similarities and differences in use of one particular management practices incentives compensation system in firm in two countries. The methodology which was used was cross national studies and replicate study which were already conducted in US for international comparison. The result suggested that national setting does matter. The result shows the dramatic differences in incentives compensation practices between US firm and DUCH firm. Dutch firm are more likely to provide incentives to their manager in any form.

(Sebastian kube, FEB 2010) The research named The currency of reciprocity gift exchange in the workplace was conducted by Sebastian Kube, Michel Andre & Clemens Puppe during the month of February 2010 for the Institute for Empirical research in Economics: University of Zurich. The objective of the research was to find out the Extent to which Cash and

non monetary gifts affects the workers productivity. This research was conducted on students from all over the campus who were recruited for a particular job relating to research on hourly pay basis. The methodology used was Field experiment and Sample size was of 300 Students. The results of the research showed that nature of the gift crucially determines the strength of the reciprocal behaviour. In case of non monetary incentives (Gifts) workers provide 30% more output than average, thus stating that importance of non monetary aspects in employment relation.

(Frank .M. Howritz, 2003)The research named FINDERS KEEPERS? ATTRACTING MOTIVATING AND RETAINING WORKERS was conducted Frank .M. Howritz in the year 2003 for Nanyang Technological University, Singapore. The objective of the research was to find out the attracting, motivating and retaining strategies for the knowledge workers. This research was conducted on CEOs of organisations having more than 20 workers. The methodology used was Questionnaires and sample size was of 200 CEOs. The results of the research showed that popularly used HR strategies were not necessarily most effective in attracting, motivating and retaining the knowledge workers.

Mr. Harold D. Stolovitch, Mr. Richard E. Clark and Mr. Steven J. Condly (Steve J Condly, 2003) in their paper The Effects of Incentives on Workplace Performance: A Metaanalytic Review of Research Studies which was objected towards identifying an overall effective size of incentives and also determine whether any variables mediated or moderated the effect of incentives on performance, found that that incentives can significantly increase work performance when they are carefully implemented and performance is measured before and during incentive programs. The survey was done on private businessmen, students, and government employees, taking a sample size of 64 out of population size 600.

(Jefery)Scott Jefery in his paper Benefits of tangible non-monetary incentives has focused on the struggle of firms for designing incentive programs that helps to elicit the right level and types of effort from employees for the lowest cost. For discussing this point he has taken up the the example where employees are offered a trip to Hawaii as an work incentive versus employees being paid the incentive in terms of money. In the first case it becomes easy for the employee to take pride on the opprtunity gained through his efforts for a longer time as compared to the second case. Though employees may feel more inclined towards monetary rewards as that gives them the liberty to spend the money in their own desired way and the employees expectations and satisfation may differ from the tangible non-monetary incentive yet it has been noticed that monetary incentives may make the incentive as a payment in exchange for work, thus making the incentive non-motivating. Non-monetary incentives work even better

when these are in the form that are not of easy access by the employee themself but becomes a priviledge because of the employees being awarded by the organization.

(Bruno S Frey, 2001) In a similar study under the title Motivation Crowding Theory by Bruno S.Frey and Reto Jegen, focuses on the undermining of motivation when monetary incentives are involved. The study is based on circumstancial evidence, laborarory studies by psychologists and economists, and feild studies by econometric studies. Examples include studies conducted on motivation to donate blood or allowing nuclear waste depository to be built when monetary benefits were not included as compared to the decline in motivtion when respondents were being paid an incentive for thier sacrifice. Examples also included the reluctance of employees to give extra effort or picking up children from day care centers by their parents when monetary incentives or fines were involved in the process. This theory has also been termed as the hidden cost of reward as employees may feel controlled by pay-forperformance strategy adopted by a firm.

(Justine Di Cesare, 2003)In another study by Justine Di Cesare and Golnaz Sadri under the title Do all corrots look the same?Examining the impact of culture on employee motivation the results obtained seem to be quite different. The study mainly focuses on the motivation differences between Japanese and United States employees based on their differences in work related values and behaviours namely individualism/collectivism, power distance, uncertainty avoidance and masculinity/feminity of culture. The study revealed that while the US employees found money and position to be driving forces for work and keep hopping jobs, the Japanese emplyees find job security to be a more motivtating factor to work for the organization. The Japanese culuture makes them more dedicated towards the enhancement of their company as comapred to their commitmnet towards spending time with their family. This in turn leads to extreemely low levels of attrition and high level of performance by the employees. On the other hand the US employee may change his job based on payment that they receive and are much individualistic in their approach.

(Ghatak, Jun 2003) In a paper titled Incentives, Choice and Accountability in the provisions of public services by Timothy Bersely and Maitrees Ghatak, a study has been conducted on how flexibility of mission statements and incentives based on competetive attitude of the employees of the UK. This study explores the feasibility and expected outcome of the incentives in terms of ownership on decentralised basis which may lead to enhanced output. The study also focuses on how the involvement of motivated employees in their preffered missions.

(Kathryn M Bartol, 2002) Kathrin M. Bartol and Abhishek Shrivastava in their work titled Encouraging knowledge sharing : the role of organizational reward system emphaiszes on the fact that employees can be better motivated to enhance their creativity and performance through incentives based on knowlegde sharing. This encourages the employee to get recognised as well as in becoming a good team player. The performance of the organization as a whole enhances through this method while the employee reaches the peak of creativity by this method of non-monetary incentive allotment. This method is likely to be effective in creating a feeling of cooperation, ownership and commitment amongst the employees and develops competence, recognition, trust and expertise.

BIBLIOGRAPHY

A.S.Shiralashetti, D. (Jan.2012). Retention of employees in small and micro enterprises through motivation. International Journal of Multidisciplinary Research . Bruno S Frey, R. J. (2001). Motivation Crowding Theory. Blackwell Publishers Ltd. Dr.Muhammad Abdul Malik, N. U. (Aug. 2011). MOTIVATION AND NON-MONETORY INCENTIVES:EMPIRICAL STUDY ON THE SALES FORCE OF SOFT DRINK INDUSTRY. Indian Journal of Management Science . E.PIETER Jason, K. A. (2009). National differences in incentive compensation practices: the differenting roles of financial performance measurement in the United States and the Netherlands . Accounting, Organization and Society 34 (2009) 58-84. Frank .M. Howritz, C. T. (2003). FINDERS KEEPERS? ATTRACTING MOTIVATING AND RETAINING WORKERS. Human Resource Management Journal, Vol. 13 No. 4,Pages-23-44 . Ghatak, t. B. (Jun 2003). Incentives , Choice and Accountability in the Provision of Public Services. Centre for Analysis of Risk and Regulation (London). Jefery, S. Benefits of tangible non-monetary incentives. Justine Di Cesare, G. s. (2003). Do all Carrots look the same? Management Research News. Kathryn M Bartol, A. S. (2002). Encouraging Knowledge Sharing:The Role of Organisational Systems. Journal of Leadership nad Organisation Studies, vol.9 no.1. Sebastian kube, M. A. (FEB 2010). The Currency of Reciprocity-Gift Exchange in WORKPLACE. Steve J Condly, R. E. (2003). The effect of incentives on workplace performance. Performance Improvement Quaeterly, 16(3) pp.46-43.