HRMT 20024 Assessment 1

Week 6
Motivation, rewards and
compensation
Name: Kiran Pandey
Student number : 12070252
Campus: Sydney campus
Lecturer/tutor : Lovasoa Andriamora
References

 Rasheed, M. I., Humayon, A. A., Awan, U., & Ahmed, A. U. D. (2016). Factors affecting
teachers’ motivation: An HRM challenge for public sector higher educational institutions of
Pakistan (HEIs). International Journal of Educational Management, 30(1), 101-114.
 Prouska, R., Prouska, R., Psychogios, A. G., Psychogios, A. G., Rexhepi, Y., & Rexhepi, Y.
(2016). Rewarding employees in turbulent economies for improved organisational
performance: Exploring SMEs in the South-Eastern European region. Personnel
Review, 45(6), 1259-1280.
 Hammermann, & Mohnen. (2014). The pric(z)e of hard work:Different incentive effects of
non-monetary and monetary prizes: Different incentive effects of non-monetary and
monetary prizes. Journal of Economic Psychology, Journal of Economic Psychology
 Gallus, J., & Frey, B. (2016). Awards as non-monetary incentives. Evidence-based HRM: A
Global Forum for Empirical Scholarship, 4(1), 81-91.
Article 1: Factors affecting teachers’ motivation: An HRM
challenge for public sector higher educational institutions of
Pakistan (HEIs)

 Aim : To investigate various motivational issues for teachers in Public sector at HEIs
(Rasheed et al. , 2016)
 To suggest the recommendation with the implication of those motivational factors.

 Methodology:
 Exploratory research : surveys ( renowned universities of Pakistan)
 Primary data (questionnaire, face to face interviews)
Article 1

 Argument: Additional factors besides financial and compensation packages influencing

teachers’ motivation.

 Conclusion: Significant intangible motivators include:

 Job design and working environment
 performance management system (feedback, recognition, decision making
participation)
 training and development
Article 2:Rewarding employees in turbulent
economies for improved organizational performance:
Exploring SMEs in the South-Eastern European
region (Prouska, et al., 2016)
 Aim: to find the application of reward practices in small and medium sized industries (SMEs) in SEE
regions.
 Methodology :
 Quantitative research strategy (September-December, 2014)
 Out of 600 identified company only 199 managers respond to an email
 surveys conducted on 199 SMEs (Greece, Bulgaria, Romania, Albania, Kosovo and the Former Yugoslav
Republic of Macedonia ) which were either under economic crisis or transition.
 Data was collected through online questionnaire
Article 2

 Argument:
 How rewarding affects organisational performance.
 Elements concerned with work environment affecting performance.
 Implications:
 Reward elements (work environment ) positively affects organisational performance.
 Work environment includes work-life balance, organisational culture supporting
personal and professional development.
 During economic crisis or transition non-financial incentives can be a better choice for
rewarding employee.
conclusion

 Various job design and working environment, performance management system, training
are the additional factors beside the financial and compensation package that positively
motivate teachers’ in public HEIs in Pakistan.
 Non-financial rewards can be a better option for rewarding employees during turbulent
economies for improving organisational performance.