薪酬管理与员工激励 外文文献翻译
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文献出处：Adeoye A O, Elegunde A F. Compensation Management and Motivation: Cooking utensils for Organisational Performance[J]. Mediterranean Journal of Social Sciences, 2014, 5(27): 88-97. 第一部分为译文，第二部分为原文。 默认格式：中文五号宋体，英文五号Times New Roma，行间距1.5倍。 薪酬管理与员工激励：组织绩效的实现方式 摘要：组织绩效的实现对组织的可持续性和持续存在至关重要。而这个前提是员工有良好的薪酬和积极性的职能，因此薪酬管理和员工员工激励应与组织的愿景，使命和目标保持一致。在这样做的过程中，组织绩效的实现也变得简单化了，同时还减少旷工，劳员工激励流动，工业动荡等。有效和充分的薪酬管理和员工的积极性将提高组织的生产力和组织形象。为了吸引，聘请和留住熟练员工，确保实现组织绩效，因此，建议对薪酬方案进行定期更改。 关键词：薪酬管理，员工激励，组织绩效 引言 在今天的全球化世界中，任何组织在竞争对手中都具有竞争优势，必须有一个强大的薪酬战略来吸引，激励人们加入公司。组织需要制定一个方案，促进绩效提升系统，导致员工的最佳管理和发展，从而提高其竞争优势，使人力资源管理与组织绩效之间的联系成为人类领域的突出问题人力资源实践核心职能领域的资源管理。这些做法包括人员配置，考绩，培训与发展，人力策划，员工管理参与和薪酬管理。值得注意的是，管理文献中可以看到薪酬管理与绩效之间的关系。人们普遍认为，如果对薪酬进行适当的管理，个人可以有员工激励去执行，从而对组织绩效产生积极的影响（Tsai，2005） 1 薪酬管理是一种全球性的现象，决定了员工的聘用和保留，以达到组织目标，以及个人雇员的目标，也被用作控制手段，是个人参与的基础（Greckhamer，2011 ; Xavier，2014）。Cox，Brown和Reilly（2010）发现，北美奖励战略极大地影响了欧洲许多地区，尤其是英国的奖励制度。尼日利亚是全球世界的一部分，薪酬管理在激励员工努力工作以实现组织的既定目标方面也起着至关重要的作用（Idemobi et al。，2011; Odunlade，2012） 员工激励作为人力资源管理和现代管理中的现象已被广泛研究（Kelly，2009; Ahlstrom Bruton，2010; Seiler等，2011）。员工激励是即使在个人员工面临一个或多个挑战（Grobler等人，2011; Mathis和Jackson，2011; Brevis和Vrba，2014）时，激发行为的螺旋桨给出了态度方向，也是持续持续的基础。 薪酬管理 有关回报的各种定义。从字面上来说，回报是由于已经完成或努力实现既定目标的工作而产生的一种奖励，因此这是鼓励个人将更多精力或承诺投入他或她的员工激励因素，她的工作（Armache，2012; Ederer和Manso，2013; Qureshi，2013）。在大多数组织中，薪酬的主要目标是以特定方式激励员工的行为。因此，一个组织不仅希望激励员工留在组织中，而且通过充分和鼓励的薪酬来强化员工的绩效。员工激励的三个主要因素被表示为：对于一个人来说，这是一个重要的交易，并且是期望的行为（Milkovich Newman，1999，Riddell，2011，Shaw，2014）。 Hills等人（1994：11）一方面将薪酬定义为工资或薪金，员工福利，非经常性财务奖励和非金钱奖励的总和。而Milkovich等人（2011：10）另一方面则将回报额定义为“作为雇佣关系的一部分的员工获得的有形服务和福利的所有形式的财务报酬”。 Martocchio（2004：2）认为，“薪酬既代表了员工从事工作所获得的内在和外在的奖励。内在回报反映了员工从事工作所产生的心理心理，外部薪酬包括货币和非货币奖励。 Worldatwork（2007：7）认为，薪酬是“雇主为雇员提供的服务（即时间，精力和技能）”提供的薪酬。它包括与绩效水平相关的固定薪酬和可变薪酬，而Carrell（1998：370）则指出“薪酬是员工为了兑换对组织而作出的贡献”。因此，值得注意的是“回报与绩效有关”。 薪酬或奖励管理旨在制定和实施旨在根据其对组织的价值公正，公平和一致地回报人的战略和政策（Brauns，2013; Karami，Dolatabadi Rajaeepour，2013; Pingle，2014） 。它涉及旨在提高组织，团队和个人绩效的奖励实践的设计，实施和维护（Dauda，2010; Abolade，2012）。薪酬管理是管理人才的人力资源管理方法的一个组成部分，因此支持业务战略的实2 现，并关注发展积极的就业关系和心理契约，解决与人们应该如何应对的长期问题要重视他们的工作和实现（Sisson，2010; Musenze，Thomas，Stella Muhammadi，2013）。它包含财务和非财务奖励，因此所有这些都需要考虑和整合，以最大限度地提高奖励政策和做法的有效性（阿姆斯特朗，2003年）。回报管理意味着建立一个公平的薪酬结构，员工得到奖励（Hewitt，2009）。这是对顶级和优秀表现者进行更多努力和更努力工作的鼓励的来源，共同可以帮助在组织中建立强大而高度竞争的氛围（Hewitt，2009）。 回报的特点 Muchinsky等人（1998：227）列出了回报的主要特点如下： 增强个人和组织绩效的改善、鼓励增值业绩、通过帮助实现组织内最有效的人力资源工资，为灵活性提供了空间、为管理人员提供支持基础、促进组织战略目标、激励员工、通过吸引和留住高素质人才，使劳员工激励市场更具竞争力、给予公平竞争和平等的空间、它提供物有所值、鼓励团队合作（Martocchio，2006：18-23）。 Milkovich等人（2011：15-18）强调了一些回报的目标如下： 在提高绩效，提高质量，高效客户和股东方面，为效率创造空间；控制劳员工激励成本；合规性；伦理学（Grobler et al。，2011; Mathis Jackson，2011）。 回报类型 有各种形式的回报，几乎所有这些形式的回报都可以分为四种类型（Muchinsky et al; 1998：226）。四大类型有： 工资和工资：工资是支付给没有永久雇用的员工，通常属于小时工资（工作时间越多，工资越高），而工资是支付给永久从业人员的工资是固定的每周，每月或每年的工资。 激励计划：这是一项额外的回报，超出员工的工资或工资。这可能是长期的或短期的。 员工福利计划：退休金，养老金计划，学费报销，娱乐活动，自助餐厅服务都是员工福利计划的例子。 附加特权：组织中的员工可能拥有其他特权，如使用公司车辆/汽车，俱乐部会员资格或旅行津贴。这些特权可能是回报的主要部分，特别是对于高管。 薪酬管理目标 回报职能的主要目标是建立双方在雇佣关系中公平和可接受的奖励制度。因此，薪酬的结果是一个员工被吸引到工作上，积极为雇主做好工作。Ivancevich（2004：298）和Nickels等（1999：331）强调了回报的目标如下： 3 吸引力：按照组织要求的资格和经验吸引合适的人才，数量充足。 平等：每个人都应该根据他或她的努力，能力，技能和培训获得的数额，对公平的待遇进行对待。 平衡：支付，福利和其他奖励应提供合理的总奖励包。 安全：通过保险和退休计划为员工提供一定的财务安全感。 成本效益：考虑到组织支付的费用，薪酬不应该过高。 激励提供：薪酬应提供有效，高效和高效地激励的激励措施。 保留：薪酬应该能够让有价值的员工离开和去竞争对手或开始竞争企业。 竞争地位：薪酬应该通过从满意的员工队伍中获得高生产力，在低成本的市场中保持市场竞争优势。 员工激励 员工激励一词对不同的人意味着不同的东西，它是由拉丁语“movere”产生的，这意味着移动或改变某事物（Adeoye，2001）。Mathauer和Imhoff（2006：3）将员工激励定义为“愿意为组织目标而努力”。Adeoye（2001：46）认为，“员工激励是引起员工兴趣，实现组织的设定目标”。Alstrom Bruton（2010：200）认为，员工激励是“激励和指导目标导向行为的个人行动背后的员工激励”。 Malik（2010）认为，员工激励总是被认为是让某人采取行动来执行一些他/她想做的事情。以前的假设是，员工激励必须来自外部，但是现在的观念是由于几种不同的力量或原因而产生员工激励。根据马利克（2010）的观点，员工激励是经理必须承担的任务，以便从下属获得最好的结果。这包括拥有沟通技巧，以身作则，就像指导初中学生，面对困难的挑战。还要作为鼓励，提供必要的反馈，参与，授权，教育，培养和发展下属，正确通知，简要介绍和提供适当和公正的报酬。Malik（2010）总结出将员工激励定义为“推动个人完成个人和组织目标的内在力量”。Malik（2010），Abdullah和Islam（2012）以及Cong，Van和Huu（2013）进一步争论说，个人有一个问题，以一致的方式发表他们在工作中特别擅长的问题。因此，大多数劳工雇主认真地忽视了个人所说的话，就像他们想要的一样。而是根据经理在任何特定时期或情况下了解工人的需求，告诉员工他们期望他们的期望。大多数情况下，用人单位' 小号决定已经停泊在马斯洛的层次需求，包括能力的因素（伊斯兰教和艾哈迈德，2014）。随着一个人与一个组织的成长，他的雇主提供了机会，以满足马斯洛金字塔的更高的需求。马斯洛的研究结果表明，激励员工提高生产率的关键因素之一包括生活在安全区域4 以及获得良好的薪酬（O'Connor Yballe，2007）。马斯洛还提出了一些建议，即奖励结构应包括工作扩大，工作丰富，促销，货币和非货币回报（Brevis Vrba，2014）。 Kulkarni（2011）认为，激励员工永远是劳动雇主的挑战。有人认为，知道员工对组织，部门或团队的奉献精神和承诺水平在很大程度上取决于所涉及的个人。然而，员工激励与工作或组织绩效和工作满意度之间的关系是不能低估的。Kulkarni（2011）认为，员工激励是企图运营组织条件，这将使员工的情绪变成一种使他或她的工作实现组织目标的行动。员工激励的主要目标是塑造人们有意愿和信念的工作，热情，主动，兴趣和渴望工作而不受监督或监督（Hewitt，2009; Wininger Norman，2010）。在这方面，员工激励旨在实现集体士气，以责任感，忠诚度，纪律性和自信心，以一致的方式充分信心，使组织或企业的目标以有效和有效的方式实现（鲍勃，2011）。在题为“重读马斯洛”IT“的案例研究”的研究中。Kulkarni（2011）显示，作为马斯洛确定的需求水平的一部分，安全和社会需求对于印度IT行业的员工比尊重和自我实现需求更为重要。Mawoli和Babandako（2011）的工作证实了这一点，即尼日利亚尼日利亚Lapai的巴布马吉达大学易卜拉欣·巴马吉达大学的学术人员对于工作环境有很高的员工激励和满足感，这是工作的安全性质。ivkovic（2013年），通过激励员工安全工作，同时从Mawoli和Babandako（2011）引用他对职业安全的管理工作规定“员工激励的心理过程，导致觉醒，方向，力度和行为的持久性。在物理工作环境中的员工激励效能对员工的表现有很大的价值（Iguisi，2009，Živkovic，2013）。在激励职业安全的过程中，员工必须采取安全措施，必须采取现有措施，足够和足够的措施来避免危害和危害（Živkovic，2010）。此外，应用职业安全措施作为工作人员对这一特定领域的员工激励的一个重要因素是减少职业事故，这是不断尊重他们在安全方面的权利和责任的员工激励（Todorovic Živkovic， 2010）。员工的员工激励只是人力资源管理发展战略的一部分（Ukandu Ukpere，2011）。 员工激励类型 财务员工激励：财务员工激励据说是直接或间接的。直接的财务员工激励包括员工以工资，薪金，奖金或佣金的形式收到的薪酬，而间接财务员工激励包括不包括在直接财务员工激励中的所有财务员工激励或奖励，如假期，托儿或老年人护理，以及各种保险（Invancevich，2004：298）。 非经济员工激励：非经济员工激励是一种员工激励，不涉及影响员工员工激励和生产力的赞美，责任，自尊和认同等货币术语（Ivancevich，2004：298）。仅仅用钱激励工人是不5 够的，但可以结合非货币激励措施，例如承认提高生产率（Willis-Shattuck，Bidwell，Thomas，Wyness，Blaauw和Ditlopo，2008; Mattson，Torbiöm Hellgren，2014 ）。同样，Chandler，Chonya，Mtei，Reyburn和Whitty（2009）认为，社会地位的期望，工作环境和工作环境中的不同干部之间的关系，作为非财务员工激励，对于提高员工的生活态度已经很长一段时间了。 内在员工激励：这仅仅是为了做这个活动而进行的活动，这表明活动是有趣的，有吸引力的并且带来满足感。例如，学生基于互联网的学习媒体的可接受性基本上是基于感觉到使用新学习媒体的乐趣（Lee，Cheung and Chen，2005）。也可以从事尼日利亚保险业，通过发送计算机培训来提高员工的表现。同样，内在的员工激励可以通过知识共享来获得。通过提供有用的知识来扩大公司的绩效和自己的业绩，员工通过提高他们的知识自我效能或保证力量得到满足（Lin，2007; Cruz，Pérez和Cantero，2009）。 外在员工激励：外在员工激励是满足间接需求或其他人作为承认做好工作的一种手段，例如加薪，赞美和晋升。这些是基于实现期望目标或某种其他类型的外部薪酬（如金钱或奖励）的员工激励（Walker，Greene and Mansell，2006）。林（2007）认为，外在员工激励的核心是执行责任时获得的报酬或报酬等目标驱动因素。他认为内在员工激励和外在员工激励的结合影响到个人对活动的意图以及他们的真实态度。这个观点得到了Kim，Shim和Ahn（2011）的研究的支持，外在员工激励涉及到对自己的不利因素进行反应的行为，例如付款或承认或其他人的命令。这与本研究相关，在没有团队合作的意义上，预期的表现可能无法实现。 员工的员工激励或精力 值得注意的是，人力资源是任何组织必须实现组织目标和目标以及在组织运营的行业享有竞争优势的最大的资产。要做到这一点，需要有员工激励，因此，“经理必须激励员工，了解如何从员工每周的最佳时间。员工激励是世界上最伟大的管理原则，因此，了解什么激励员工，获得创造性的奖励和认可以及组建低成本奖励制度至关重要（Nelson Economy，2005：59 ）。 纳尔逊与经济（2005：62-66）认为，经理人不应该相信，他们所需要的唯一的东西就是金钱，而是建议管理人员可以很少或者没有成本来开发和维护积极性高的员工。根据尼尔森和经济（2005），这是雇员每天受理的一个功能。他们认为，经理可以做好以下工作来激励员工。 6 赞美：这是一种表达形式，感谢员工的经理不是口头上的，而是通过写电子邮件和短信服务（短信）。有人认为，花时间来表示你认可他们，使员工的工作比通常做的要多（Corpus Lepper，2007; Grant Gino，2010; Mumm Mutlu，2011）。支持和参与：管理者应通过向员工提供有关其工作的必要信息，并让他们参与决策过程，通过在他们所做的工作方面寻求他们的意见和想法，同时为他们提供平等的支持（Marinak Gambrell，2008; Prebensen，Woo，Chen Uysal，2012）在执行日常或日常工作的过程中出现错误。 自治权力：在大多数情况下，员工认为应该允许他们以尽可能最好的方式来完成工作，也就是让他们独立完成任务，让他们有权力通过工作给予他们可以选择任务。他们应该有机会获得自主权和完成工作的能力，以及花费或分配资源的能力，从而做出决策和管理他人（João，Calheiros Barata，2012; Cooman，Stynen，Van den Broeck，Sels De维特，2013）。 灵活的工作时间：时间对员工来说是一件宝贵的事情，这对于今天的员工来说，是希望工作融入生活中而不是消耗一生的新钱。员工渴望与家人有更多的时间; 管理人员应该对员工的自由时间敏感，不管花费如何，例如与家人，教会活动，休闲等等。因此，管理者应该更加灵活地使用时间（McNall，Masuda Nicklin，2010; Van den Broeck，De Witte，Vansteenkiste，Germeys Schaufeli，2011）。 学习与发展：员工珍惜获得新知识和技能的机会，扩大了他们对工作的看法，增强了他们在当前工作以及未来职位上的价值和可销售性。因此，管理者应该通过与他们讨论职业选择来支持员工学习新的想法，技能和获取更多的知识（Egan，Yang Bartlett，2004; Tabassi Abu Bakar，2009; De Rljdt，Stes，van der Vleuten Dochy，2013; Hung，Lai Chang，2011）。 经理可用性和时间：建议管理人员在员工忙碌的时间内花费更多的时间，因为这增加了员工的价值，激励员工做更多的工作。这就是学习和交流的一个实际目的，回答问题，讨论可能性，或只是听员工的想法，关注和观点（Collings Mellahi，2009; Jacobsen，Hvitved Andersen，2013）。 Malik（2010）认为，还有其他一些因素既不是金融的，也不是货币性的，它们会激励员工在实现组织的既定目标方面尽其所能。这些员工激励因素根据对进行研究的大学员工的重要程度进行评级。这些员工激励因素生活在安全的区域，组织内的薪酬，晋升和增长，有趣的工作，有利的工作条件和环境，同情的帮助个人问题，所做的工作的欣赏，以及对员工的个人忠诚度，这也是已知的作为组织承诺（Abdullah Islam，2012; Fagley Alder，2012）。 Gupta和Tayal（2013）通过对工作场所激励因素竞争力的影响的实证研究，确定了职7 位，权力和安全的愿望是激励男性工作者生产更多的高排名因素。另一方面，对于女装，对安全，成就，工作条件的需求和管理层的赞赏是他们的激励因素。 员工激励的特点 为了有效地实现其在组织中的主要目标，因此必须具有一些特点，这些特征包括以下内容： 提高生产效率：提高企业生产力水平的员工激励，使公司的竞争优势在短时间内实现。 提升员工的士气：也为公司内部提供了激励，为员工提供了鼓励，致力于通过致力于致力于组织的设定目标，尽全力。 加强员工职业发展：积极推动员工职业发展的提升，通过组织机构以组织形式进行培训，如在职培训，离职在职培训，及时训练培训师技能。发展方案是通过派出他们参加会议，研讨会，模拟，脑力暴躁和角色扮演发展计划，加强行政干部员工的职业发展。 通过员工对组织内团队合作的贡献来加强自我决定：每个员工的员工激励同样具有结构，以确定他或她将在组织内工作或服务的部分做出贡献，并通过团队精神或管理层称之为“enspirit de corps”。 将组织战略与组织的使命，愿景和目标相结合：将任务，愿景和目标与组织战略结合在一起将大大有助于激励员工，因为他们了解组织的战略是什么，愿景，使命和目标是什么，也是在行业中的领导者，努力实现客户满意度，保护股东和员工的利益。 组织 组织作为一个单词描述一个团体或公司的身份。组织可以是社区，民间社会，工会或企业实体中的年龄组。Daft（2007：10）将组织定义为作为目标导向的社会实体，被设计为故意结构化和协调的活动系统，并与外部环境相联系。 罗宾斯（2005：4-5）认为，“组织是一个由两个或更多人组成的有意识协调的社会单位，并且在相对持续的基础上起到实现共同目标或目标的作用”。 Schermerhorn，Hunt Osborn，（2008：8），Robbins和DeCenzo（2008：4）断言，一个组织是以有组织的方式安排人们实现所期望的目标。可以得出结论，组织是为了实现一定的目标而建立的，通过使用人，这些组织包括制造业和服务业，社会俱乐部，学校，医院，军事单位等等。 组织绩效 企业所有者的组织绩效是至关重要的，无论是制造业还是服务提供机构，如本研究涉及8 保险服务的情况。在全球市场上，明显了解组织在绩效方面的福祉的必要性是显而易见的。这是为了吸引未来的投资，增加股份价值，并在竞争环境下吸引高素质的员工（Kagioglou et al。2001：86; Katou Budhwar，2006）。传统上，OP已经通过财务指标进行了调查，这些都是业务所有者感兴趣的话题，包括投资回报率（ROI），每股收益（EPS），税前利润（EBIT），销售额或收入，利润。Kohlbacher和Gruenwald（2011）通过访问了152个组织，对在金属和机械行业经营的奥地利公司进行了实证研究。他们使用两个结构，即过程绩效测量和过程所有者角色。他们发现，通过这两个概念可以改善企业绩效。 同样，Vukšic，Bach和Popovic（2013）也认为可以通过业务流程管理和商业智能系统来加强企业绩效。他们认为，没有强制承诺采用这两个系统来实现更好的绩效管理。在尼日利亚的情况下，这是缺乏的。在这项研究的重点是私营部门，企业主只关心企业的成绩，而且不了解公司的表现（Odusami，Iyagba和Omirin，2003; Ehikioya，2009）。这是尼日利亚大多数私营企业的祸根。企业绩效是组织人力资源管理政策布局和执行中出现的一个问题。任何企业投资的本质是提高技能，知识和员工能力，期望员工将来提高生产力（Shieh，2008; Huang Lien，2012）。 薪酬管理，员工激励与组织绩效之间的关系 薪酬管理，员工激励和组织绩效是本研究的三大结构之间的一致性。这就是说三个变量是高度相关的。Stringer，Didham和Theivananthampillai（2011）在澳大拉西亚一线员工使用薪酬表现计划的零售商的员工激励，薪酬满意度和工作满意度研究中发现，员工激励与薪酬满意度呈正相关增强组织结果。进一步强调，通过与被访者对他人的比较，定性见解显示出一定程度的公平公正的重要性。受访者认为他们所接受的并不赞成他们的努力。 同样，Ghazanfar，Chuanmin，Khan和Bashir（2011）通过对巴基斯坦拉合尔移动服务提供商的销售部门的管理干部员工进行的研究发现，薪酬与工作员工激励之间存在很大的关系，导致对这个工作又对组织的表现产生了影响。同样，薪酬管理与员工员工激励之间存在着密切的联系。Khan和Mufti（2012）通过对白沙瓦公共和私人银行（Bank of Khyber Ltd和United Bank Limited）激励员工薪酬的影响进行了研究。据透露，雇员因为技能而没有员工激励，当他们被告知他们会得到回报，而如果奖励是值得的，他们就有员工激励。这也对组织绩效产生了重大影响。 Armache（2012）研究了薪酬和其他激励技术对组织生产力的影响，发现员工薪酬水平高，积极性高时，对组织绩效有一定的推论作用。Ude和Coker（2012）发现，激励计划对9 尼日利亚有组织的私营部门和公共部门组织的员工激励和生产力影响很大。 结论和建议 奖金管理和激励已被学者们所观察到，并且阐明了对组织和提高其绩效非常重要。要使组织能够经受住时间考验，在竞争环境中享受竞争优势，必须建立有效的薪酬战略和激励因素，吸引，留住和发展技术熟练的员工，这些员工将致力于致力于实现成就的组织设定目标。薪酬管理和员工激励作为管理人员手中的一个真正的工具，可以减少组织内的缺勤，劳员工激励流失，工业动荡等因素，从而提高组织绩效，保证员工绩效得到竞争优势。 然而，对于任何组织享有可持续发展并保持头脑的人来说，充分的报酬和激励程序必须根据组织的理念，对员工和组织都将感兴趣。这可以通过对组织的薪酬待遇进行定期审查来实现。 Compensation Management and Motivation: Cooking utensils for Organisational Performance Abstract The achievement of organisational performance is essential for sustainability and continuous existence of the organisation. Obviously, this is a function of employees that are well remunerated and motivated, thus, it is contingent that compensation management and employees motivation should be aligned with the vision, mission and objectives of the organisation. In doing this, the attainment of organisational performance becomes an easy task and it will also reduce the antecedent negative impact of absenteeism, labour turnover, industrial unrest and non-commitment attitude of the employees. Efficient and adequate compensation management and employees motivation will improve organisational productivity and image of the organisation. In order to attract, hire and retain skilful employees that will ensure the achievement of organisational performance, it is therefore; recommended that there should be a periodical review of compensation package. It is against the backdrop of the import of compensation and motivation as cooking utensils for organisational performance that this addressed. Keywords: Compensation management, Employees, Motivation, Organisation, Performance 1. Introduction 10 In the global world of today, for any organisation to have competitive edge amidst her competitors, there must be in place a formidable compensation strategy to attract, motivate people to join the firm. This should also reduce the turnover intent from the employees. The need for organizations to develop a programme that will facilitate a performance-enhancing system leading to the best management and development of employees and thus increase their competitive advantage has made the links between human resource management and organisational performance a prominent issue in the field of human resource management across the core functional areas of human resource practices. These practices range from staffing, performance appraisals, training and development, manpower planning, workers management participation and compensation management. Notably, the relationship between compensation management and performance has been visible in the management literature. It is generally believed that if there is proper management of compensation, individuals can be motivated to perform and thus have a resultant positive effect on the organisational performance (Tsai, 2005) Compensation management is a global phenomenon that determines the hiring and retention of employees to attain the objectives of an organisation as well as that of an individual employee which is also used as a means of control and is the basis of involvement of individuals (Greckhamer, 2011; Xavier, 2014). Cox, Brown and Reilly (2010) found that the North American reward strategy has greatly influenced the reward system in many parts of Europe especially UK. Nigeria being part of the global world, compensation management also plays a vital role in motivating employees to work harder in order to accomplish the set goals of the organisation (Idemobi et al., 2011; Odunlade, 2012) Motivations as a phenomenon in human resource management and contemporary management have been widely research into (Kelly, 2009; Ahlstrom & Bruton, 2010; Seiler et al, 2011). Motivation is that propeller that energises behaviour, gives attitudinal direction and underlies the continuous persistence even when an individual employee faces one or more challenges (Grobler et al., 2011; Mathis and Jackson, 2011; Brevis and Vrba, 2014). 11 2. Compensation Management Various definitions have been given on compensation. Literally, compensation is a form of reward given as a result of a job that has been done or effort put in to achieve a set goal and as such this serves as a motivational factor that encourages an individual to put more energy or commitment into his or her job (Armache, 2012; Ederer and Manso, 2013; Qureshi, 2013). In most organisations, the main aim of compensation is to motivate the behaviour of the employee in a particular way. Hence, an organisation not only desires to motivate employees to stay within the organisation, but reinforces employee’s performance through adequate and encouraging compensation. The three major elements in motivation have been stated as that: which is important to a person, offering it as an exchange, and the desired behaviour (Milkovich & Newman, 1999, Riddell, 2011, Shaw, 2014). Hills et al., (1994: 11) on one hand define compensation ‘as the total sum of wage or salary, employee benefits, non-recurring financial rewards and non-pecuniary rewards’. While Milkovich et al., (2011: 10) on the other hand define compensation as ‘all forms of financial returns on tangible services and benefits employees receive as part of an employment relationship’. Martocchio (2004: 2) argues that ‘compensation represents both the intrinsic and extrinsic rewards employees receive for performing their jobs. Intrinsic compensation reflects employees psychological mind sets that result from performing their jobs whilst extrinsic compensation includes both monetary and non-monetary rewards’. Worldatwork (2007: 7) is of the view that compensation is a ‘pay provided by an employer to an employee for services rendered (that is, time, effort, and skill). It includes both fixed and variable pay tied to levels of performance’ whereas Carrell (1998: 370) states that ‘compensation is what employees receive in exchange for their contribution to the organisation’. It is notable therefore that ‘compensation is tied to performance’. Compensation or reward management aims at the formulation and implementation of strategies and policies that are aimed at rewarding people fairly, equitably and consistently in accordance with their value to the organisation (Brauns, 2013; Karami, Dolatabadi & Rajaeepour, 2013; Pingle, 2014). It deals with the design, implementation and maintenance of reward practices 12 that are geared towards the improvement of organisational, team, and individual performance (Dauda, 2010; Abolade, 2012). Compensation management is an integral part of an human resource management approach to managing people, and as such it supports the achievement of the business strategy and is concerned with developing a positive employment relationship and psychological contract, to address longer term issues relating to how people should be valued for what they do and what they achieve (Sisson, 2010; Musenze, Thomas, Stella & Muhammadi, 2013). It embraces both financial and non-financial rewards, and thus all these need to be taken into account and integrated in order to maximise the effectiveness of reward policies and practices (Armstrong, 2003). Compensation management connotes putting in place a fair compensation structure where employees are rewarded for their efforts (Hewitt, 2009). This serves as a source of encouragement to top and great performers to put in more effort and work harder so that jointly they may help in building a robust and highly competitive atmosphere in the organisation (Hewitt, 2009). 2.1 Characteristics of compensation Muchinsky et al., (1998: 227) list the major characteristics of compensation as follows: • • • It enhances improvement of both individual and organisational performance. It encourages value-added performance. It gives room for flexibility by helping to achieve the most efficient wage of human resources within the organisation. • • • • It provides managers with a support base. It facilitates organisational strategic objectives. It motivates employees. It makes the labour market more competitive by attracting and retaining highly skilled and quality people. • • • It gives room for fair play and equity. It offers value for money. It encourages teamwork (Martocchio, 2006: 18-23) 13 Milkovich et al., (2011: 15-18) highlight certain objectives of compensation as follows: • It creates room for efficiency in terms of improving performance, increasing quality, delighting customers and stockholders:- • • • 2.2 Types of compensation There are various forms of compensation and nearly all these forms of compensation can be categorised into four broad types (Muchinsky et al; 1998: 226). The four broad types are: Wages and Salary: Wages are what is paid to employees who are not permanently employed and typically pertains to hourly rates of pay (the more hours worked, the greater the pay), while salary is what is paid to people that are permanently employed and this is at a fixed weekly, monthly, or annual rate of pay. Incentive Plans: This is an additional compensation which is above and beyond the employees wage or salary provided. It may be long term or short term in nature. Employee Benefit Programmes: Time off with pay, pension scheme, tuition reimbursement, recreation activities, cafeteria services are all examples of employee benefit programmes. Additional Privileges: Employees in organisations may have other privileges such as the usage of company vehicles/cars, club membership or travelling allowance. These privileges may be a substantial part of compensation, especially for the executives. 2.3 Objectives of compensation management The main objectives of the compensation function are to create a system of rewards that is equitable and acceptable to both parties in employment relationship. The resultant outcome of compensation is an employee who is attracted to the work and motivated to do a good job for the employer. Ivancevich (2004: 298) and Nickels et al (1999: 331) highlight the objectives of 14 Controlling labour costs. Compliance. Ethics (Grobler et al., 2011; Mathis & Jackson, 2011). compensation as follows: Attract: Attracting the right kind of people in terms of qualification and experience as required by the organization and in sufficient numbers. Equitable: Each person should be treated fairly as regards the amount paid in line with his or her effort, abilities, skills and training acquired. Balanced: Pay, benefits and other rewards should provide a reasonable total reward package. Security: Providing employees with some sense of financial security through insurance and retirement scheme. Cost Effective: The pay should not be excessive, considering what the organization can afford to pay. Incentive-Providing: The pay should provide incentives that will motivate effectively, efficiently and productively at work. Retention: The pay should be able to keep valued employees from leaving and going to competitors or starting competing firms. Competitive Position: The pay should maintain a competitive advantage in the market place by keeping costs low through high productivity from a satisfied workforce. 3. Motivation The word motivation means different things to different people and it was coined out of a Latin word ‘‘movere’’ which means to move or change a thing (Adeoye, 2001). Mathauer and Imhoff (2006: 3) define motivation as ‘‘the willingness to exert and maintain an effort towards organisational goals’’. Adeoye (2001: 46) argues that ‘‘motivation is an inducement to arouse the interest of an employee to achieve a set up goal of an organisation’’. Alstrom & Bruton (2010: 200) are of the view that motivation is ‘‘the driving force behind an individual’s actions that energizes and directs goal-oriented behaviour’’. Malik (2010) assert that motivation is always viewed as making somebody to take action to execute something with the prompt that he/she wants to do it. The assumption before was that 15 motivation has to be from outside but the perception now is that motivation arises because of several different forces or reasons. According to Malik (2010) motivation is an assignment that must be undertaken by managers to get the best result from their subordinates. This covers possession of communication skill, leading by example, which is like mentoring the junior ones, in facing difficult challenges. It is also to serve as an encouragement, giving necessary feedback, and to be involved, delegate, educate, train and develop the subordinate, towards being properly informed, and to brief and provide adequate and just remuneration. Malik (2010) concluded by defining motivation “as an inner force that drives individuals to accomplish personal and organisational goals”. It is further argued by Malik (2010), Abdullah and Islam (2012) and Cong, Van and Huu (2013) that individuals have problems enunciating in a consistent manner what they are particularly good at in a job. Hence, most employers of labour have conscientiously ignored what the individuals are saying as regard what they want. Rather they tell the employees’ what they are expecting from them, based on what the managers understand about the worker’s need at any particular period or circumstance. Most often, the employer’s decisions have been anchored on Maslow’s hierarchical needs including the factor of proficiency (Islam & Ahmed, 2014). As a person grows with an organisation, his employer makes available opportunities to meet the higher needs on Maslow’s pyramid. Maslow’s findings suggest that one of the key factors that motivate employees to higher productivity includes living in a safe area as well as receiving good pay (O’Connor & Yballe, 2007). Maslow also makes some recommendations to the effect that reward structures should include job enlargement, job enrichment, promotions, monetary, and non-monetary compensation (Brevis & Vrba, 2014). Kulkarni (2011) argues that motivating an employee is always a challenge to the employer of labour. It is argued knowing the level of dedication and commitment of an employee to the organisation, division or team, depends largely on the individual involved. However, the relationship between motivation and job or organisational performance and job satisfaction cannot be underestimated. Kulkarni (2011) asserts that motivation is an attempt to operate organisational conditions, which gingers the employee’s emotion into an action that makes him or her work toward the attainment of organisational goals. The main objective of motivation is to fashion out conditions upon which people have the willingness and conviction to work with zeal, initiative, 16 interest and eagerness to work without being monitored or supervised (Hewitt, 2009; Wininger & Norman, 2010). In this regard, motivation is geared towards achieving group morale, satisfaction with a sense of responsibility, loyalty, discipline, and pride with total confidence in such a consistent manner so that the goals of the organisation or firm are realisable in an efficient and effective way (Bob, 2011). In the study titled “revisiting Maslow the “IT” way-a case study’’. Kulkarni (2011) reveals that the safety and social needs, which are part of the need levels identified by Maslow, are more important to the employees of the IT industry in India than the esteem and self- actualisation needs. This was corroborated by the work of Mawoli and Babandako (2011) that the academic staffs of Ibrahim Badamasi Babangida University, Lapai, Niger State in Nigeria are highly motivated and contented with the working environment, which is about the safety nature of their job. Živkovic (2013), in his work on management of occupational safety by motivating employees to work safely, while quoting from Mawoli and Babandako (2011) defines “motivation as a psychological process that causes the arousal, direction, intensity and persistence of behaviour. The potency of motivation in the physical working environment has great value in the performance of employees (Iguisi, 2009, Živkovic, 2013). In motivating for occupational safety, it is of great necessity for the employees to use safety measures in their position, and those measures must be current, sufficient and adequate to avert danger and harm (Živkovic, 2010). Furthermore, one of the essential factors for applying occupational safety measures as workers’ motivation for this particular area is to reduce occupational accident, which is the motivation for constant respect of the rights and responsibilities they have in the area of safety (Todorovic & Živkovic, 2010). Employees’ motivation is just a segment in human resource management development strategy (Ukandu & Ukpere, 2011). 3.1 Types of motivation Financial motivation: Financial motivation is said to be direct or indirect. Direct financial motivation comprises the pay an employee receives in the form of wages, salaries, bonuses or commissions while indirect financial motivation consists of all financial motivation or rewards 17 that are not included in direct financial motivation such as vacation, child care or elder care, and various kinds of insurance (Invancevich, 2004: 298). Non-Financial motivation: Non-financial motivation is a kind of motivation that does not involve monetary terms like praise, responsibility, self-esteem and recognition which affects the motivation and productivity of an employee (Ivancevich, 2004: 298). It is not enough to motivate workers with money alone but could be combined with non-monetary incentives such as recognition to enhance greater productivity (Willis-Shattuck, Bidwell, Thomas, Wyness, Blaauw and Ditlopo, 2008; Mattson, Torbiöm & Hellgren, 2014). Similarly, Chandler, Chonya, Mtei, Reyburn and Whitty (2009) opine that social status expectations, working environments and relationships between different cadres at workplace as non- financial motivators goes a long way to ginger workers toward higher performance. Intrinsic motivation: This simply means doing an activity for the sake of doing that activity which denotes that the activity is interesting, engaging and brings satisfaction. For instance, the acceptability of internet-based learning medium by students is basically based on perceived enjoyment for their intention to use the new learning medium (Lee, Cheung and Chen, 2005). This could also be engaged in the Nigerian insurance industry to boost the performance of their employees by sending them on computer training. In the same vein, intrinsic motivation could be derived through knowledge sharing. Employees get fulfilled by enhancing their knowledge self-efficacy or assurance in their effort by providing useful knowledge to the firm to broaden the performance of the firm as well as their own performance (Lin, 2007; Cruz, Pérez and Cantero, 2009). Extrinsic motivation: Extrinsic motivation is a means to satisfy indirect needs or something given by someone else as recognition for good work done, for example, pay increases, praise and promotion. These are motivation that is anchored on the achievement of a desired goal or some other kind of external remuneration such as money or awards (Walker, Greene and Mansell, 2006). Lin (2007) was of the opinion that extrinsic motivation centers on the goal-driven reasons such as recompenses or remunerations gotten when executing a duty. He submitted that the combination of both intrinsic and extrinsic motivation affects individual intentions concerning an activity as well as their real attitude. This view was supported by the study done by Kim, Shim and Ahn 18 (2011) that extrinsic motivation deals with behaviours that are engaged in response to activities that is apart from its own sake, such as payments or recognition or the dictates of other people. This is relevant to this study in the sense that without team work, the expected performance may not be achieved. 3.2 What motivates or energies employees Notably, human resources is the greatest asset that any organisation can have to achieve the goals and objectives of the organisation as well as enjoying competitive advantage in the industry in which the organisation is operating. To accomplish this, there is a need for motivation, hence, ‘managers must motivate employees and understand how to get the best from the employees every-day of the week. Motivation is the world’s greatest management principle, it is in light of this that understanding what motivates the employees, getting creative with rewards, and recognition as well as putting together a system of low-cost rewards is crucial (Nelson & Economy, 2005: 59). Nelson and Economy (2005: 62-66) argue that managers should not believe that the only thing that their employees want is money but suggest that managers can develop and maintain motivated, energised employees with little or no cost. This according to Nelson and Economy (2005) is a function of how employees are treated on a daily basis. They argue that manager can do the following to energise the employees. Praise: This is a form of saying thank you to the employees by their manager not verbally alone but through writing e-mail, and short message services (sms). It is contended that taking time to say you recognise them, makes the employees to do more than they would normally do (Corpus & Lepper, 2007; Grant & Gino, 2010; Mumm & Mutlu, 2011). Support and involvement: Managers should support their employees by providing them with needed information regarding their job and allow them to be involved in decision-making processes, by seeking their opinion and ideas in respect of the job they do and equally support them when they make mistakes in the course of carrying out their daily or routine duties (Marinak & Gambrell, 2008; Prebensen, Woo, Chen & Uysal, 2012). 19 Autonomy and authority: In most cases, employees are of the view that they should be allowed to do their job in the best way they could, that is, making them to do their duties independently and allow them to have authority over the job by giving them a choice of assignment whenever it is possible. They should be given opportunities of having autonomy and authority to get their job done and the ability to spend or allocate resources, thus making decisions and manage others (João, Calheiros & Barata, 2012; Cooman, Stynen, Van den Broeck, Sels & De Witte, 2013). Flexible working hours: Time is a precious thing to the employees and it is the new money for today’s employees who expect work to be integrated into their life and not consume their entire lives. It is employee desire to have more time with their families; managers should be sensitive to the free time of their employees irrespective of how it is being spent, for example, with their families, church activities, leisure and so on. Thus, managers should be more flexible in using time (McNall, Masuda & Nicklin, 2010; Van den Broeck, De Witte, Vansteenkiste, Germeys & Schaufeli, 2011). Learning and development: Employees cherish the opportunities in which they can acquire new knowledge and skills that broaden their horizon regarding the job and that enhances their worth and marketability in their current job as well as future positions. Thus, managers should support employees to learn new ideas, skills and acquire more knowledge relating to their job by discussing career options with them (Egan, Yang & Bartlett, 2004; Tabassi & Abu Bakar, 2009; De Rljdt, Stes, van der Vleuten & Dochy, 2013; Hung, Lai & Chang, 2011). Manager availability and time: It is recommended that managers spend more time with their employees out of their busy schedule as this adds value to the employees and inspire them to do more. This then serves as a practical purpose of learning and communication, answering questions, discussing possibilities, or just listening to an employee’s ideas, concerns and opinions (Collings & Mellahi, 2009; Jacobsen, Hvitved & Andersen, 2013). Malik (2010) argues that there are other factors that are neither financial nor monetary in nature that motivate employees to do their best in terms of achieving the set goals of the organisation. These motivational factors are rated according to the level of their importance to the employees of the university where the research was conducted. These motivational factors are 20 living in a safe area, good salary, promotion and growth within the organisation, interesting work, conducive working condition cum environment, sympathetic help with personal problems, appreciation of work done and finally, personal loyalty to employees which is also known as organisational commitment (Abdullah & Islam, 2012; Fagley & Alder, 2012). Gupta and Tayal (2013) through their empirical work on the impact of competing forces of motivational factors at work place established that the desire for position, power, and security were highly ranked factors that motivate male workers’ to produce more. On the other hand, for the female sets, the need for security, achievement, working conditions and appreciated by management were the motivating factors for them. 3.3 Characteristics of motivation For motivation to be effective and accomplish the main aim of it in an organisation, it is therefore imperative that it must possess some characteristics and these characteristics includes the following: - Enhancing high productivity performance: motivation is put in place to increase the level of productivity within the organisation so that the competitive advantage of the firm is realisable within a short frame of time. Boosting the morale of the employees: motivation is also provided for within the firm to serve as an encouragement to the employees so that they would do their best by being devoted, dedicated and committed to the set-up goals of the organisation. Enhancing career development among employees: motivation is set up to serve as an enhancement to the career development of employees and this becomes achievable through the organised programmes that are being sponsored by the organisation in the form of training like on-the-job training, off-the-job training, just-in-time and train the trainers technique. The development programmes are an enhancement to career development for those employees in the executive cadre by sending them to conferences, seminars, simulation, brain storming, and role playing development programmes. Enhancing self-determination through employee contribution to teamwork within the 21 organisation: motivation is equally structured for each employee to determine for himself or herself what he or she is going to contribute in the section where they work or serve within the organisation and this is done through team spirit or what is referred to in management as “enspirit de corps”. Integrating the organisations strategy with the organisation’s mission, vision and objectives: the integration of the mission, vision, and objectives alongside with the organisation’s strategy goes a long way in motivating the employees because they have an understanding of what the organisation’s strategy is all about, what the vision, mission and objectives are all about and also in terms of being a leader in the industry, working towards customer satisfaction, protecting the interest of the shareholders as well as those of the employees. 4. Organisation Organisation as a word describes the identity of a group or firm. Organisation could be an age group within a community, civil society, unions or a business entity. Daft (2007: 10) define organisations ‘‘as social entities that are goal-directed, designed as deliberately structured and coordinated activity systems and are linked to the external environment.’’ Robbins (2005: 4-5) argues that ‘‘organisation is a consciously coordinated social unit composed of two or more people, and that functions on a relatively continuous basis to achieve a common goal or set of goals’’. Schermerhorn, Hunt & Osborn, (2008: 8), Robbins and DeCenzo (2008: 4) assert that an organisation is the arrangement of people in organised form for achieving a desired goal. It could be concluded that organisations are established for the achievement of a certain goal by using people and such organisations include manufacturing and service industries, social clubs, schools, hospitals, military units, to mention but a few. 4.1 Organisational performance Organisational performance is a paramount thing to the business owners either it is a manufacturing or service rendering organisations as in the case of this study dealing with 22 insurance services. The necessity of getting to know the wellbeing of an organisation in terms of performance is evident today in the global markets. This is done to attract future investment, increase the share value and attract high calibre employees within the competitive environment (Kagioglou et al. 2001: 86; Katou & Budhwar, 2006). Traditionally, OP has been looked into through the financial indicators alone and these are the subject of interest to the owners of the business and such include return on investment (ROI), earnings per share (EPS), earnings before tax (EBIT), sales or revenue, profit. Kohlbacher and Gruenwald (2011) carried out an empirical study on firm performance in Austrian Corporations operating in the metal and machinery industry by interviewing 152 organisations. They use two constructs namely process performance measurement and the process owner role. They found that improvement on firm performance can be achieved through both concepts. Similarly, Vukšic, Bach and Popovic (2013) opined that firm performance can be strengthened through business process management and business intelligence systems. They concluded that there is no strong commitment to adopt both systems to accomplish greater performance management. In the Nigerian context, this has been lacking. In the private sector, which is the focus of this study, business owners are only interested in how much that comes in and not minding how the firm performs (Odusami, Iyagba and Omirin, 2003; Ehikioya, 2009). This has been the bane of most private businesses in Nigeria. Firm performance is an issue that emerges from the layout and execution of the human resource management policy for an organisation. The essence of an investment by any firm is to improve skills, knowledge and employees capacity with an expectation that the employees will increase productivity in the future (Shieh, 2008; Huang & Lien, 2012). 4.2 Relationship between compensation management, motivation and organisational performance There is congruence between compensation management, motivation and organisational performance that are the three major construct of this study. This is to say that the three variables are highly related. Stringer, Didham and Theivananthampillai (2011) in their study about 23 motivation, pay satisfaction and job satisfaction at the retailer that uses a pay-for-performance plan for front-line employees in Australasia found that motivation is positively related to pay satisfaction which in turn enhances the outcome of the organisation. It was further stressed that the qualitative insights shows a degree of importance of pay fairness through the comparisons made with others by the respondents. The respondents shared the belief that what they are receiving does not compliment their effort. Similarly, Ghazanfar, Chuanmin, Khan and Bashir (2011) found through their study conducted on managerial cadre employees of the sales departments of the cellular service providers in Lahore, Pakistan that there is a strong rapport between compensation and work motivation that leads to satisfaction on the job which in turn has a bear on the performance of the organisation. Likewise, there is strong linkage that exists between compensation management and motivation of employees. This was asserted by Khan and Mufti (2012) through their research on effect of compensation on motivating employees in public and private banks of Peshawar (Bank of Khyber Ltd and United Bank Limited). It was revealed that employees are not motivated because of their skills nor when they are informed that they would be rewarded rather they are motivated if the reward is on something they value. This also is having a significant impact on organisational performance. Armache (2012) studied the effect of compensation and other motivational techniques on organisational productivity and found that there is a corollary effect on organisational performance when employees are well compensated and highly motivated. Ude and Coker (2012) found that incentive schemes impacts highly on employees motivation and productivity in both the organised private sector and public sector organisations in Nigeria. 5. Conclusion and Recommendation Compensation management and motivation has been observed by scholars and enunciated to be very fundamental to an organisation and in enhancing its performance. For an organisation to stand a test of time and to enjoy competitive advantage in a competing environment, effective compensation strategy and for motivational factors must be put in place to attract, retain and 24 develop skilful employees that will be dedicated, committed and endeared to the achievement of the organisational set goals. Compensation management and motivation as a veritable instrument in the hand of managers can be adopted to reduce absenteeism, labour turnover, industrial unrest and so on within the organisation thus improvement on organisational performance and employees performance is guaranteed that lead to competitive advantage. However, for any organisation to enjoy sustainability and remain on top, adequate remuneration and motivational process must be entrenched to the philosophy of the organisation that will be of great interest to both the employees and the organisation. This can be achieved through periodical review of the remuneration package by the organisation. 25 本文来源：https://www.wddqw.com/doc/a37e0fafd3d233d4b14e852458fb770bf68a3b43.html