Exploring the Effects of Contingent Rewards on Employee Responsiveness and Affective Commitment
The leading attribute of ‘transactional-leadership’ is ‘contingent-rewards’ which is supposed to be generating positive outcomes from the employees’ performance. For example, the ‘employee-responsiveness’ is increased when employees are rewarded for their worthy performances. The robotic behaviors by leadership have apprehensions of uninvited effects like employees’ discouragement, on the other hand, commitment with work when rewards are attached only with physical and external behavior, efforts and outputs. The employees feel unrecognized; as human beings, it is obviously a critical objective of every single employee for seeking a good professional status. Data were collected from the employees, working in higher education institutions. The study statistically measured the contingent rewards links with employees’ responsiveness and affective commitment. The results support the assumptions extracted from theoretical framework. The findings suggest that leadership in higher institution needs to implement the best suitable blend of different rewards as per distinct requirements of job and as per efforts and knowledge of workforces.
-
Contingent Rewards, Employees' Responsiveness & Effective Commitment.
-
(1) Irfan Ullah Khan
Assistant Professor, Department of Public Administration, Gomal University, Dera Ismail Khan, KP, Pakistan.
(2) Muhammad Saqib Khan
Lecturer, Department of Business Administration, Gomal University, Dera Ismail Khan, KP, Pakistan
(3) Muhammad Haroon Rehan
PhD Scholar, Department of Public Administration, Gomal University, Dera Ismail Khan, KP, Pakistan.
- Ahmed, I., Nawaz, H., & Iqbal, N. (2010). Effects of motivational factors on employees job satisfaction: A case study of University of Punjab, Pakistan. International Journal of Business and Management, 5(3), 70-80.
- Allen, N. J., & Meyer, J. P. (1996). Affective, continuance, and normative commitment to organization: An examination of construct validity. Journal of Vocational Behavior, 49, 252-279.
- Armstrong, B., & Reilly, A. (2011). Increasing effectiveness of reward management: An incentive based approach, human relations, 33(1), 106-120.
- Bass, B. M., & Avolio, B. J. (2004). Multifactor Leadership Questionnaire: Manual and Simpler Set, 3rd ed., Mindgarden, Inc., Redwood City, CA.
- Bass, M., & Avolio, B. J. (1990). The implications of transactional and transformational leadership for individual, team and organizational development. Research in Organizational Change and Development, 4, 231-272.
- Bucienien, I., & Skudien, V. (2008). Impact of Leadership Styles on Employees' Organizational Commitment in Lithuanian Manufacturing Companies. SEE Journal, 33, 57-65.
- Candida, M., Maria, S., Parreiraa, P. (2014). Effective leadership: Competing Values Framework. Procedia Technology, 16, 921-928.
- Choong, Y, O., Wong, K. L., & Lau, T. C. (2011). Psychological empowerment and organizational commitment in the Malaysian private higher education institutions. Academic Research International, 1(3), 236-245.
- Chughtai, A., & Zafar, S. (2006). Antecedents and Consequences of Organizational Commitment among Pakistani University Teachers. Applied H.R.M. Research, 11(1), 39-64
- Creswell, J. W. (2003). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (2nd Edition). Thousand Oaks, CA: Sage.
- Cullen, J., Joyce, J., Hassall, T., & Broadbent, M. (2003). Quality in higher education: from monitoring to management. Quality Assurance in Education, 11 (1), 5-14.
- Danish, Q. D., & Usman, A. (2010). Impact of Reward and Recognition on Job Satisfaction and Motivation: An Empirical Study from Pakistan. International Journal of Business and Management, 5 (2), 159-167.
- Esther, T., & Michelle, H. (2010). Self-efficacy, job satisfaction, motivation and commitment: exploring the relationships between indicators of leaders' professional identity. European Journal of Psychology of Education, 27 (1), 115-132.
- Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate Data Analysis. Upper Saddle River, NJ: Pearson.
- Homburg, C., Grozdanovic M., & Klarmann, M. (2007). Responsiveness to customers and competitors: The role of affective and cognitive organizational systems. Journal of Marketing, 71 (3): 18-38.
- Irfan U. K., Nawaz, A., & Qamar, A. Q. (2016). The psychological affiliation of academicians in HEIs of developing countries like Pakistan: A Review. Gomal University Journal of Research, 32 (1), 108-119.
- Irfan U. K., Nawaz, A., Farhat, U. K., Saqib, K., Bakht, Y. A. (2014). The Academician's commitment in the Higher Education Institutions of the Developing Countries like Pakistan: Its Perspectives. Journal of Economics and Sustainable Development, 5 (13), 82-87.
- Johannes, S., Michael, S., & Reinhart, L. (2012). Organizational commitment: A missing link between leadership behavior and organizational performance? Scandinavian Journal of Management, 24, 364-374.
- Judge, T. A., & Piccolo, R. F. (2004). Transformational & transactional leadership: a met analytic test of their relative validity. Journal of Applied Psychology, 89 (5), 755-768.
- Kalsoom, Z., Mukaram, A., & Sohaib, S. (2018). Impact of Transactional Leadership and Transformational Leadership on Employee Performance. Industrial Engineering Letters, 8 (3), 23-30.
- Liang, R., Chang, C. S., & Wang, T. S. (2011). The effect of service responsiveness and social emotions on service outcomes: An empirical investigation of service firms. African Journal of Business Management, 5 (8), 3155-3167.
- Limsila, K. S., & Ogunlana, O. (2008). Performance and leadership outcome correlates of leadership styles and subordinate commitment. Engineering, Construction and Architectural Management, 15 (2), 164 - 184.
- Malikeh, B., & Zare, E. (2013). Employee Creativity: A compulsory Factor in Organizations. Interdisciplinary Journal of Contemporary Research in Business, 5 (2), 242-247.
- Maryam, A., Bader, E., & Faisal, N. (2017). Influence of organizational culture and leadership style on employee satisfaction, commitment and motivation in educational sector in Qatar. Journal of Business, 12 (2), 163-188.
- Maryam, A., Bader, E., & Faisal, N. (2017). Influence of organizational culture and leadership style on employee satisfaction, commitment and motivation in educational sector in Qatar. Journal of Business, 12 (2), 163-188.
- Maryam, M., Suandi, T., Silong, D., & Omar, Z. (2013). Transformational and transactional leadership styles and job performance of academic leaders. International Education Studies, 6 (11), 29-34.
- Menges, J. I., Tussing, D. V., Wihler, A., & Grant, A. (2017). When job performance is all relative: How family motivation energizes effort and compensates for intrinsic motivation. Academy of Management Journal, 60 (2), 695-719.
- Muhammad, A., & Kuchin, P. (2016). Impact of leadership styles on employees' attitude towards their leader and performance. Future Business Journal, 54-64.
- Munyeka, W., & Ngirande, H. (2014). The Impact of Leadership Styles on Employee Organizational Commitment in Higher Learning Institutions. Mediterranean Journal of Social Sciences, 5 (4), 135-143.
- Paracha, M. U., Qamar, A., Mirza, A., & Waqas, I. (2012). Impact of Leadership Style (Transformational and Transactional Leadership) on Employee Performance. Global Journal of Management and Business Research, 12 (4): 1.0.
- Park, S. M., & Rainey, H. G. (2007). Antecedents, mediators, and consequences of affective, normative, and continuance commitment empirical tests of commitment effects in federal agencies. Review of Public Personnel Administration, 27 (3), 197-226.
- Patricia M., & Nandhini, R. (2013). A Playbook for Research Methods: Integrating Conceptual Frameworks and Project Management. Stillwater, OK: New Forums Press. 109-157.
- Philip, M., William, H., Nathan, P., Scott, B., & Kenzie, A. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organizational Behavior and Human Decision Processes, 99, 113-142.
- Saunders, M. N. (2011). Research methods for business students, 5th Edition. Pearson Education India.
- Shah, M., & Kamal, H. (2015). Transactional leadership and job performance: An Empirical Investigation. Institute of Business Administration, 2 (2), 69-81
- Sharma, R., & Singh, S. (2017). Transformational leadership style and self-efficacy among teaching professionals. The International Journal of Indian Psychology, 4 (2), 86, 140-147.
- Steenbergen, E., & Ellemers, N. (2009). Feeling committed to work: how specific forms of work-commitment predict work behavior and performance over time. Human Performance, 22 (5), 410-431.
- Uphoff, N., & Moharir, V. (1994). An analytical model of performance for developing indicators of employees' capability. Journal of Public administration, 17 (3), 372-379.
- Yamane, T. (1967). Statistics: An Introductory Analysis, 2nd Edition, And New York: Harper and Row.
Cite this article
-
APA : Khan, I. U., Khan, M. S., & Rehan, M. H. (2020). Exploring the Effects of Contingent Rewards on Employee Responsiveness and Affective Commitment. Global Regional Review, V(I), 170-180. https://doi.org/10.31703/grr.2020(V-I).21
-
CHICAGO : Khan, Irfan Ullah, Muhammad Saqib Khan, and Muhammad Haroon Rehan. 2020. "Exploring the Effects of Contingent Rewards on Employee Responsiveness and Affective Commitment." Global Regional Review, V (I): 170-180 doi: 10.31703/grr.2020(V-I).21
-
HARVARD : KHAN, I. U., KHAN, M. S. & REHAN, M. H. 2020. Exploring the Effects of Contingent Rewards on Employee Responsiveness and Affective Commitment. Global Regional Review, V, 170-180.
-
MHRA : Khan, Irfan Ullah, Muhammad Saqib Khan, and Muhammad Haroon Rehan. 2020. "Exploring the Effects of Contingent Rewards on Employee Responsiveness and Affective Commitment." Global Regional Review, V: 170-180
-
MLA : Khan, Irfan Ullah, Muhammad Saqib Khan, and Muhammad Haroon Rehan. "Exploring the Effects of Contingent Rewards on Employee Responsiveness and Affective Commitment." Global Regional Review, V.I (2020): 170-180 Print.
-
OXFORD : Khan, Irfan Ullah, Khan, Muhammad Saqib, and Rehan, Muhammad Haroon (2020), "Exploring the Effects of Contingent Rewards on Employee Responsiveness and Affective Commitment", Global Regional Review, V (I), 170-180
-
TURABIAN : Khan, Irfan Ullah, Muhammad Saqib Khan, and Muhammad Haroon Rehan. "Exploring the Effects of Contingent Rewards on Employee Responsiveness and Affective Commitment." Global Regional Review V, no. I (2020): 170-180. https://doi.org/10.31703/grr.2020(V-I).21