Reward and recognition influence on UUM staff motivation

Reward & Recognition of Employees:The Motivation of UUM support staff

at Academic Collages

810572 - NURUL HUDA BINTI YAHYA813315 – KOK SAU YEE

813483 - NUR IDAYU BINTI SHAARI 814284 - PRIDHIVRAJ NAIDU

814091 – MOHD HAFIZAN BIN RAMLAN

AbstractThe Reward provided by the organization is inclusive of the financial and non financial rewards provided.

In managing the motivation of the employee it is very much important in understanding the psychological contract involved between the employee and the employer

This study conducted among UUM academic collages among the support staffs.

In this paper, the importance of the reward and recognition to the employee is analyzed. For this purpose quantitative method of research is applied in this research

IntroductionMorale is the capacity of a group of people to pull together persistently and consistently in pursuit of a common purpose

(Alexander H. Leighton, 1949)

‘A Theory of Human Motivation’(A.H Maslow, 1943)

‘An Empirical Test of a New Theory of Human Needs, Organizational Behavior and Human Performance”

(C.P Aldelfer, 1969)

Introduction

The specific objectives of this study are as follows:

To determine the recognition influence in the motivation of the support staff in

UUM Academic Collages

To determine the reward influence in the motivation of support staff in

UUM Academic Collages

Literature Review

The motivation of the support staff of the institution is important, they are being the nerves of its day to day activities and making sure the plans of the higher management are implemented and targets are achieved as per plan in due time.

Rewards and recognition is an important tool the management that can be used to channel employees’ motivation in desired ways. In other words, reward systems seek to attract people to join the organization to keep them working and motivate them to perform better

(Puwanenthire, 2011)

Reward (IV)Numerous reward systems operate within organizations, often used as key management tool that can contribute to a firm’s effectiveness by influencing individual and group behavior

(Lawler and Cohen, 1992)

Most reward systems are designed with the belief that money can motivate employees and higher compensation can improve individual performance

(Lawler, 1971)

Intrinsically motivated individual will be committed to his work to the extent to which the job contains tasks that are rewarding to himExtrinsically motivated person will be committed to the extent that he can gain or receive external rewards for his or her job.

(Pratheepkanth, 2011)

Incentive theory holds that the expected consequences of effort shape how motivated people are to work toward a goal.

(McDowell and Kessel, 1979)

Indeed, most economic reasoning assumes that rewards can effectively motivate behavior

(Laffont and Martimort, 2002)

Recognition (IV)The recognition which is a central point towards employee motivation adores an employee through appreciation and assigns a status at individual level in addition to being an employee of the organization

(Usman, 2010)Research has proven that employees who get recognized tend to have higher self-esteem, more confidence, more willingness to take on new challenges and more eagerness to be innovative

(Mason, 2001)Posits the view that “Good managers recognize people by doing things that acknowledge their accomplishments and they reward people by giving them something tangible to increase the motivation substantially

(Deeprose,1994)The commitment of all employees is based on rewards and recognition.

(Andrew, 2004) Is of the view that when effective rewards and recognition are implemented within an organization, best working environment is produced which motivates employees to increase performance

(Freedman, 1978)

Motivation (DV)Motivation is defined as the driving force of directed activity that causes a person to act

(Deci & Ryan, 1985; Lewin, 1935; Ryan &Deci, 2000)

It is “the contemporary (immediate) influence on direction, vigor, and persistence of action”

(Atkinson, 1964)

conceptualize motivation as based on content and process approaches.

(John Bailey, John Schermerhorn, 1991)

Concur with this theory and argue that motivated individuals are aware of a specific goal that must be attained and would direct their effort at attaining that goal.

(Nel, Gerber et.al, 2001)

MethodologyResearch Framework

Methodology1. Research ApproachQuantitative, questionnaire was distributed to three academic colleges at student development and academic departments.

2. Research Designcross sectional

3. Population.Departmen

tSupport

Staff Level 1

Support Staff Level

2

Total

UUM CAS 64 6 70

UUM COB 82 7 89

UUM COLGIS 55 4 59

Total 201 17 218

Methodology4. Sampling TechniqueStratified random sampling is used in this research where the population is divided into homogeneous subgroup

(Sarndal, Carl-Erik; et al. 2003)

5. Sample SizeSample size is chosen based on population size of 220 is to use a sample of 140

(Uma Sekaran, 2003)

6. Pilot StudyA pilot study was conducted, using 30 Support staff from UUM COLGIS.

Methodology7. Measurement of VariablesThree point Likert scales is used in this research to obtain respondent’s preferences or degree of agreement with the statement in our questionnaire.

Based on the definition of Likert scale by Dr. Rensis Likert, respondents are asked to indicate their level of agreement with a give statement by way of an ordinal scale.

8. Survey ApproachThe survey was conducted based on a questionnaire distributed.

Methodology9. Data Collection TechniqueA questionnaire were distributed and administrated by us personally to the respondents.

By getting information about the number of UUM support staffs from Registrars Department of UUM, our method for data collection is by distributing the questionnaire to academic at their respective offices. After distributing the questionnaire, we collect the questionnaire directly from the staff after they finish answering.

10. Response RateThe total of the questionnaires that have been distributed to respondents were 140, all questionnaire collected successfully by the team members. The total response rate was 100% achieved.

Validity

The result on KMO and Bartlett’s Test shows that the validity of sampling adequacy is significant that is .000.

For Factor Analysis to be recommended suitable, the Bartlett’s Test of Sphericity must be less than 0.05.

AnalysisBased on this factor analysis has extract three components.

D5 (opportunity for promotion )

C2 ( work appreciation ) have a high correlation with component 1 (motivation).

On the other hand, B1 (bonus) and B2 (extra off day) is highly correlated with component 2 ( reward).

While for component 3 ( recognition) has a high correlation with B4 ( invitation for lunch with boss).

Realiability1. The regression equation with the

predictor was significant: R = 0.726. This indicates the predictor (independent variable: rewards and recognition) explained 7.26 % in the variance level.

2. The regression equation with the predictor was significant: R = 0.600. This indicates the predictor (independent variable: rewards and recognition) explained 60 % in the variance level.

3. The Cronbach’s alpha shown that is 0.835. This indicates the predictor (independent variable: rewards and recognition) explained 8.35 % in the variance level.

Normality

1. The above table presents the results from two well-known tests of normality, namely the Kolmogorov-Smirnov Test and the Shapiro-Wilk Test. The Shapiro-Wilk Test is more appropriate for small sample sizes (< 50 samples), but can also handle sample sizes as large as 2000.

(Patrick Royston ,1995)2. Based on the description, the value of Shapiro Wilk is

significant to 0.000 . If the significant value of the Shapiro-Wilk Test is greater than 0.05, the data is normal. If it is below 0.05, the data significantly deviate from a normal distribution

(Shapiro et.al, 1972)

OutliersOutliers are sample values that cause surprise in relation to the majority of the sample. This is not a pejorative term; outliers may be correct, but they should always be checked for transcription errors. They can play havoc with standard statistical methods, and many robust and resistant methods have been developed since 1960 to be less sensitive to outliers.

(B.D.Ripley, 2004)

CorrelationUpon interpreting this correlation analysis, we see a statistically significant linear relationship (r = 0.574) which exists between motivation with reward and recognition. This shows the significant relationship seen between both the DV and IV.

Based on Taylor.R,1990, The data is

a correlation coefficient of r = -.50 shows a greater degree of relationship than one of r=.40.

Thus a correlation coefficient of zero (r = 0.0) indicates the absence of a linear relationship and correlation coefficients of r = +1.0 and r = -1.0 indicate a perfect linear relationship.

Regression Motivation-Recognition

RegressionMotivation-Reward

DiscussionThe result of the linear regression analysis in testing the influence of reward and recognition on motivation shows that the regression equation with the predictor was significant: R2 = 0.324, R2 = 0.325.

And both IV recorded a significant value

Thus, hypothesis in this study is supported

DiscussionResult of the test of the hypothesis between the recognition, reward and motivation shows a significant.

The research shown that there is a significant relationship between recognition and reward toward motivation of UUM support staffs.

UUM support staffs are being motivated when they get rewards and recognitions from the employer.

Result on KMO and Bartlett’s Test shows that the validity of sampling adequacy is significant which is .000

Since KMO & Bartlett’s test play an important role for accepting the sample adequacy it mean that the recommended suitable for Bartlett’s Test of Sphericity must be less than 0.05

DiscussionThe correlation between rewards and Employee Motivation is 0.7550, which shows the positive relationship between the two variables.

57% of Employee Motivation is accepted by Reward according to the R-Square.

Conclusively, above discussion provides a support to the conclusion of the previous researchers Pratheepkanth (2011), that UUM supportive staffs can achieve a better motivation through the reward and recognition