1.1 BACKGROUND OF THE STUDY
1.2 STATEMENT OF THE PROBLEM
1.3 OBJECTIVES OF THE STUDY
1.4 RESEARCH QUESTIONS
1.5 RESEARCH HYPOTHESIS
1.6 SIGNIFICANCE OF THE STUDY
1.7 SCOPE OF THE STUDY
1.8 DELIMITATION OF THE STUDY
1.9 DEFINITION OF TERMS
2.0 LITERATURE REVIEW
2.1 CONCEPTUAL CLARIFICATION
2.2 THEORETICAL FRAMEWORK
2.3 EMPIRICAL REVIEW
2.4 SUMMARY OF LITERATURE REVIEW
3.0 RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN
3.2 AREA OF STUDY
3.3 POPULATION OF THE STUDY
3.4 RESEARCH SAMPLE AND SAMPLING TECHNIQUE
3.5 INSTRUMENT FOR DATA COLLECTION
3.6 VALIDITY OF THE INSTRUMENT
3.7 METHOD OF DATA COLLECTION
3.8 METHOD OF DATA ANALYSIS
4.0 DATA ANALYSIS AND PRESENTATION
5.0 SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION5.1 SUMMARY
1.1 Background to the Study
It is the concern of organizations all over the world on effective human capital strategies to enhance their productivity. It is clear that employee’s productivity in the expanding organization is a key factor in organization performance. Employees, technically known as human resources in modern organizations, are rightly considered as the most important assets for banking industry success (Ong and Teh, 2012). In developed countries such as USA, JAPAN, UK and Germany organizations 2 recognize employees as the important asset that needs high consideration in promotion (Lawler and Worley, 2006).
The rationale behind the use of rewards to employees is that motivated employees become satisfied in terms of fulfilling their wants, both financial and non-financial. Failure to do so, employees will be tempted to leave the organization. (Azasu, 2009). On one hand, employees prefer receiving intrinsic rewards in terms of praise and recognition for certain work accomplishments, while other employees are happy with extrinsic reward in terms of salaries, bonus and incentive offered to employees (Lawler, 2008, Sajuyigbe, Bosede and Adeyemi, 2013). In developing countries such as China, India and Thailand also employees reward is one of highly demanded factors in commercial banking that thought for influencing organization performance. One of the most important factors in rewarding employees for organization performance is through recognition and appreciation (Ajila and Abiloa, 2004).
A considerable setup for reward and compensation structure can highly enhance the profitability and effectiveness of an organization. The productive level of a staff or work force group could always be influenced by compensation structure, organization that have a good performance management will have many advantages such as increased self-esteem, clear mind regarding their organizational goals, increased motivational and others (Allen and Kilmann, 2001:110). Managing employees' reward appropriately is an important factor as a return for their contributions or performance to organization. According to Adam Equity Theory (1963), less reward may result to the decreasing of employees' performance such as high number of absenteeism, as well as lack of interest in doing task that is not included in their job description. In other word calculative in whatever task given to them, not focus on their job which is also the decreasing resulted in job quality. The theory also propagate that the reduction in employees' performance could happen whenever they felt that their contributions were not fairly rewarded. In other words, rewards can influence employees' performance. Employer or organization should reward the positive performance. Reward will motivate the employees and 3 when the employee motivation increased, it's also will increase the employee performance. In addition, employee performance also can be enhanced through a continuous and interactive process to help departments and teams achieve business goals and to help employees to improve their performance. Increased in employees performances will increase the organization performance. The compensation structure that is developed from a performance management model that is deeply dedicated to identifying and rewarding performance and subsequently at a reasonable level reprimand poor performance could trigger an organization culture that will encourage staff to put in their best as they see a clear relationship between performance and reward.
It is important to note that each compensation policy a firm decides to employ has related cost implication. Efficient consideration and management of cost implication of compensation policy is vital to the growth and survival of firms. One of the problems identified in the Nigerian banking industry is the staff compensation policy used by banks to pay their staff. Some banks have adopted a model that ensures that each staff adds financial value to the organization by assigning varying degrees of business targets to staff according to their ranks, irrespective of their department. But it was observed that most banks, have not attached necessary targets to their non-marketing staff and have in turn suffered high staff cost of retaining large number of unproductive staff, thereby resulting to persistent loss making by most branches.
1.2 Statement of the Problem
Despite government relentless efforts to make banks in Nigeria very sound and stable. Most banks still have Poor reward system. The salaries of executives and senior staff members of the banks are too large for the present income generated by banks to sustain and usually their salaries are not usually tied to direct performance target and in some banks no targets are assigned to such outrageous salaries. The aggregate of these salaries engulf most income made by the banks as the task of this group of staff do not add any form of financial value that commensurate to their pay. They are rated by group performances rather than by individual performance contribution. The present compensation model in use in banks is toxic to the health of the bank. There is a need for senior staff pay cut or assignment of business targets that will at least justify their monthly salaries, or even implemented the duo to revert the present status. Another problem is lack of effective performance Management Model. At this point in time in the banking industry where every kobo is important, it is apparent that banks need to operate a performance model that will energize the staff to work very hard to get businesses for the banks. But it is observed that most banks lack effective staff performance monitoring and measurement system-a performance measurement system which is unbiased i.e that gives more to where income is coming from. The systems in operation in various banks reveal that laggards take the lion share of income as salaries, the researcher observe all this problems and decided to make the aim of this research the impact of reward system on organizational performance in Nigeria banks, using First Bank (FBN) Otta, as a case study.
1.3 Objective of the Study
The main objective of this study is to find out the impact of reward system on organization performance in Nigeria banks, specifically the study intends to:
1. Find out how active the reward system used in FBN
2. Analyze the impact of reward system on organizational performance in FBN
3. Find out the relationship between reward systems in bank and performance of their workers
1.4 Research Question
1. How active is the reward system used in FBN
2. Is there any impact of reward system on organizational performance in FBN
3. Is there any relationship between reward systems in bank and performance of their workers
1.5 Research Hypothesis
Ho: there is no significant impact of reward system on organizational performance in FBN
Hi: there is significant impact of reward system on organizational performance in FBN
1.6 Significance of the Study
This study will improve managerial understanding of the impact of performance measurement on organizational performance and overall healthiness, dwelling richly on the experiences within the Nigerian banking industry. The study results will enable the management to establish the effects of human resource management strategies on employee’s performance, hence identify the areas where improvements are needed. It will also help the management in planning for the development and implementation of effective and efficient human resource strategies that will lead to improved performance of the banks. This will in turn help in ensuring economic growth and stability of the country. Other researchers who may need reference to information on impact of reward on organizational performance will also benefit by being able to assess previous approaches used to solve similar management questions and revitalize their compensation models. In addition they will be able to spot flaws in the logic, errors in assumptions or even management questions that are not adequately addressed by the objectives and designs of the current performance management technique in use in their organizations.
1.7 Scope of the Study
This research will cover reward and compensation on organization performance in Nigeria banks, this research will also examine employee performance and factor that motivate employees. This research work will be conducted in First Bank Plc, Ado-Odo Otta, and Ogun state.
1.8 Delimitation of the Study
Finance for the general research work will be a challenge during the course of study. Correspondents also might not be able to complete or willing to submit the questionnaires given to them.
However, it is believed that these constraints will be worked on by making the best use of the available materials and spending more than the necessary time in the research work. Therefore, it is strongly believed that despite these constraint, its effect on this research report will be minimal, thus, making the objective and significance of the study achievable.
1.9 Definition of Terms
Reward: give something to (someone) in recognition of their services, efforts, or achievements.
Organizational Performance: refers to how well an organization is doing to reach its vision, mission, and goals.
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