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Rewards as a Motivation Tool for Employee Performance
Blekinge Institute of Technology, School of Management.
2011 (English)Independent thesis Advanced level (degree of Master (One Year))Student thesisAlternative title
Belöningar som ett motivationsverktyg för anställdas insatser (Swedish)
Abstract [en]

The aim of this research was to explore three vital issues in human resource management mainly: to ascertain whether rewards motivate employees, identify what kinds of rewards employees consider most beneficial and finally discuss some dilemmas and difficulties managers face in applying motivation theory to workplace setting. The research is informed by various literatures on the most effective and efficient ways of motivating employees to enhance high performance to and to achieve organizational goals. Most of the available literature on motivation shows that while motivated employees are essential for organizational goals, managers are often confronted with the challenge of coming up with the right mix of rewards which will motivate their employees for enhanced productivity. In this research, the perceptions of rewards as motivation and the dilemmas managers face in motivating their employees were explored through an analysis of twenty (20) interviews with people in various positions and organizations in the Accra and Tema municipalities of the Greater Accra region of Ghana. The respondents were all employees who also had oversight responsibilities as managers or supervisors of between five to ten people. The analysis of the twenty (20) interviews suggests that while the use of rewards is vital in motivating employees, there is the need for management and employers to have a clear understanding of the human nature and what actually motivates employees. The research further suggests that efficient motivation program stems from a mixture of extrinsic and intrinsic rewards instead of focusing on any one particular one. Additionally, most of the challenges managers face in motivating their employees can be eliminated or reduced when myths surrounding motivation are discarded and individual differences in terms of valence, preferences, and aspirations are incorporated. Finally, enhanced motivation can be attained when managers do their best to design the work setting so they become motivators in themselves while at the same time eliminate demotivating factors at the work place.

Place, publisher, year, edition, pages
2011. , 77 p.
Keyword [en]
Rewards, Motivation, Performance, Employees
National Category
Business Administration Other Social Sciences not elsewhere specified
URN: urn:nbn:se:bth-5583Local ID: diva2:832968
Social and Behavioural Science, Law
Available from: 2015-04-22 Created: 2011-04-06 Last updated: 2015-06-30Bibliographically approved

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