Does Lack of Reward Effect Employee's Performance in Abu Dhabi Food Control Authority

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Table of Contents

CHAPTER 01: INTRODUCTION3

Background of the Study3

Problem Statement4

Aim of the Study5

Research Question5

Objectives of the Study5

Rationale of the Study6

Hypotheses6

Structure of the Research7

Time Scale8

CHAPTER 02: LITERATURE REVIEW9

CHAPTER 03: METHODOLOGY14

Mixed Research Methodology14

Data Collection Methods14

Sample Selection14

Research Instrument15

References16

CHAPTER 01: INTRODUCTION

Background of the Study

Performance management is considered to be an important function of every organisation. It is important for managers to ensure that the performance of very employee is monitored and analysed. In order to ensure that the performance of employees remains superior, managers need to ensure that they are provided with rewards whenever they perform well.

In the current business environment, innovation and flexibility are the core issues. Human resource functions play an important role in creating an environment that supports innovation and flexibility (Jenkins et al, 1998, pp. 777). The overall value for the organisation depends on shared responsibilities of human resource professionals with people and processes. One the process side, human resource professionals shares responsibilities with line management and technology implementation. The responsibilities of human resource are shared with line management and technology. The interaction with people involves outside consultants and people (Ivancevich, 1983, pp. 465). Human resource professionals are not only involved in strategic decision making but also in devising effective HR policies. Strategic human resource management is a new phenomenon in the field of human resource management. Strategic human resource management is concerned with the role of human resource management in the performance of firms. It particularly focuses on aligning human resources in a competitive manner for the purpose of gaining a competitive edge. With the passage of time, organisations are becoming aware of the fact that successful human resource policies and practices can enhance the performance of firms particularly in areas such as financial performance, productivity, and quality (Kowalewski & Phillips, 2012, pp. 65).

Employees who feel burnout on their jobs do not perform well and have negative outlook. These employees also approach those tasks with less vigour and dedication. The attitudes of employees regarding the reward systems in their organisation influence their work. The rewards and compensation given to employees also determines the commitment of managers towards employees. The satisfaction and dissatisfaction of employees with their jobs is associated with the rewards and compensation they receive (Muduli, 2011, p. 13).

Another study on job performance and rewards was conducted by Ahmad et al. (2010). According to the study, employees feel rewarded as well as motivated when they know that they receive pay and compensation on the basis of the amount of work they do. Employees are concerned about differences related to compensation and incentives. Employees are likely to remain committed to organisations that reward them on the basis of their efforts. For many employees, job security is the most important reward given by the organisation. It is because in the current business environment, employees are very concerned about their respective jobs (Mujtaba & Shuaib, 2010, pp. 111).

Problem Statement

The practice of reward is considered to be an important tool to ...