Research Project report

Submitted by:
Ayesha Kanwal
6499
BBA (8th) Section: A
MORNING
Submitted To:
Mam Noor ul Ain

Programe:
2015-2019

Faculty of management sciences

1
Impacts of External Monetary rewards on Job
Employee Performance
Ayesha Kanwal
BBA, University Of Education Lahore (Multan campus)

Abstract:
We are the human beings and we are always in search of some rewards and appreciation for
work. Employees look for rewards each time Employees perform any sort of activity, it’s a
human nature. From a long time it has a very intense debate as how to motivate employees. Use
intrinsic rewards or extrinsic rewards to push the employee and take the best out of them.
Conduct a study to check the effect of independent variables on dependent variables. Salary has
positive impact on the job performance it enhances employee’s efficiency and effectiveness,
Commission have negative impact on the job performance the result conflicting the hypothesis.
Fringe benefits have positive impact on the job performance it enhance employee performance
and as well as job performance. Overtime have negative impact on the job performance the result
conflict the hypothesis. I conduct the research and find these results.

1:Introduction:
1.1 Background:

Employees are the most valuable assets to an organization, as they play important role in
ensuring performance and growth of the enterprise. To ensure that organizations are operating
effectively ,employee motivation is a critical factor. Hence appropriate motivating reward system
will enhance employee and overall organizational performance. Organization give wages,
salaries and rewards to their employees to take interest in their work. Employee give more profit
to the organization by doing better work. (Mr Abdul Hameed, Impact of compensation on
employee performance 2014).

The need of every organization is to satisfy their employees to achieve their goals by giving them
compensation. Value of the employee depends on his performance, as employees performance
increases his value in organization also increases. Organization gives rewards , wages and non-
financial compensations to their working employees to stay their for a long time because
organizations gain or loss depends on employees capability.(Muhammad Ehsan Malik 1,2012)

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In improving employee performance ,rewards the basic conceptual elements.Sajuyigbe, Olaoye,
and Adeyemi (2013)In the labor market for future career development and success, performance
is the major factor. Although there might be some exceptions as ,within an organization high
performers have better career opportunities and get promoted more easily then low performers.

A suitable reward system is needed to maintain good performance of the employees. Reward is
concerned with compensating employees more fairly, equitably, and consistently. It is one of the
central piller f human resource management.(Armstrong, 2005).It is received by employees in
the form of financial returns and the tangibleservices. There are two types of reward system,
Monetary rewards (salary, overtime, compensation) and Non-Monetary rewards (Working
conditions, environment, fringe benefits) ) (Malik, Maria, & Muhammad 2011).

Salary is given to the employee from employer in the form of periodic payment. As salary
increases employee will improve his performance and the additional salary is considered as a gift
to an employee. Organizations make different strategies not only to pay employees but also how
to pay them.Malhotara, etal, 2013. Salary is the base pay to employees either daily, weekly,
monthly or yearly bases according to the structure of job.

For the dedication of the company by achieving specific goals set by the company, bonuses can
be used as a reward.Investopedia (2016). Compensation over and above the base salary (amount
of pay specified) or the hourly rate of pay is known as bonous. In a contract, or in the employee
personal file the base amount of compensation is already specified.Heathfield (2016).

The addition in the( basic pay, performance, related to work behaviors, learning and experience)
are the Fringe benefits as a non financial rewards given to the employees. Its characteristics
involve ( promotions, advertisements and job security, leadership allowance, responsibility
allowance and the recognition allowance). Bratton and Gold, 2003:292. Fringe benefits are used
as a means of improving performance as it provides the bases to employees work to achieve the
goals set by the organization. (Dessler, 2003).

The condition under which a job is performed can be different, these different working
conditions are highly influenced by the external factors, subjective factors and the factors related
to the organization of production. For the proper use of personal protection and for the use of
protective equipment, training of employees should also be oriented.(Buble, 2006, p. 437).

1.2. Significance:

This study focused on identifying relationship between rewards and employee performance in a
public sector organization. The significance of this research article is to focus on the external
rewards given to employees to boost their performance.

1.3. Research objectives:

 To identify the relationship between external rewards and employee performance.

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  To assess the effectiveness of existing reward system

 To make suitable recommendation to make current reward system more effective.

1.4. Research Questions:

 What is the impact of salary on employee performance?

 What is the impact of bonus on employee performance?

 What is the impact of fringe benefits on employee performance?

1.5. Problem Statement:

This research will figure out that how much important these financial rewards and weather these
are true improvers of performance or not?

2:Literature Review:
Many researchers have been conducted regarding job rewards, job performance and the
satisfaction attained from the rewards and also about the enhancement that occurs after receiving
such rewards. The potential linkage between employee attitudes and performance was considered
in earnest in the 1930s (Timothy A. Judge, 2001). Work rewards have been defined as “potential
sources of rewards to the worker" (Kalleberg, 1977). It represents what the individuals want to
obtain from work or what they perceive. Previous research shows how job rewards are strong
determinant of enhancing job performance and job satisfaction.(Gerald and Dorothee, 2004) and
(Clifford, 1985) found that rewards are significantly related to professionalism. External
monetary rewards are financial benefits. Over and again the findings of different researches
suggested that Job rewards are strongly correlated with job performance. When employees are
motivated by external monetary rewards such as additional compensation or material rewards,
managers may see improved performance. According to Frederick Herzberg's theory, the needs
will motivate the worker but only by satisfying the worker's lower-level needs. The downside is
the employee will want better rewards or continue to expect the same rewards for maintaining
the higher level of performance. Researchers also say that external monetary rewards are given
to avoid negative outcome. These are tangible rewards including money, promotions,and fringe
benefits, as well as verbal or social reinforcements .These rewardscan satisfywhat (Maslow,

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1970) has called "lower-order"(Edward L.De CI, 1972) so if the needs of the employees are
fulfilled their performance will surely improve. External monetary rewards can also be called
extrinsic motivation. Extrinsic motivation is a construct that pertains whenever an activity is
done in order to attain some separable outcome (Richard M. Ryan and Edward L. Deci, 2000).
Many studies have reported that employees consider higher-order needs to be important (e.g.,
Morse & Weiss, 1955) and that there is a positive relationship between opportunity for self-
expression and job satisfaction (Vroom, 1962). It follows then that there are many important
motivators of human behavior which are not under the direct control of managers and, therefore,
cannot be contingently administered in a system of piece-rate payments.
More recent approaches to management (Likert, 1961; Argyris, 1957; McGregor, 1960) have
assumed that man can be intrinsically motivated to perform effectively; that is, they assume that
individuals can be motivated by the job itself and can derive satisfaction from doing the job well.
These approaches focus on higher-order needs where the rewards are mediated by the person
himself, and they stress the importance of getting the worker ego-involved in his work and
committed to doing it well.
There are two essential aspects to motivating employees intrinsically. The first involves
designing tasks which are interesting and which necessitate creativity and resourcefulness what
(White, 1959) calls "effectance" motivation and the second involves allowing workers to have
some say in decisions which concern them so they will feel like causal agents in the activities
which they engage in. (DeCharms, 1968) has suggested that man has a need for feelings of
personal causation and that the essence of intrinsic motivation is a feeling of free choice and
commitment.
The newer participative management theories suggest several means of eliciting intrinsic
motivation. Employee participation in decision making is stressed as a means of getting
employees more ego-involved. The employees are given a voice in decisions which affect them,
and they are given greater latitude in the way they do their jobs.

The literature review of related determinants of job satisfaction as variables are concluded in
following section. Job rewards Work rewards have been defined as “potential sources of rewards
to the worker" (Kalleberg, 1977). It represents what the individuals want to obtain from work or
what they perceive. Previous research shows how job rewards are strong determinant of job

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satisfaction. For instance, Gerald and Dorothee (2004) and Clifford (1985) found that rewards
are significantly related to professionalism and job satisfaction. They supported the argument
that job satisfaction for professionals is derived in part from what professional perceives from
job. Job satisfaction is influenced by job rewards (Clifford, 1985). Earlier research work posited
that the job rewards includes the entire work benefits. However on the other hand, the work of
(Kalleberg, 1977), had raised questions about the manner in which work values affect job
satisfaction. Actually Kalleberg distinguishes between work values and job rewards. Work
values refer “to general attitudes regarding the meaning that an individual attaches to the work
role” (Kalleberg, 1977). Eventually job rewards and job values are the intrinsic and extrinsic
benefits that workers receive from their jobs. Kalleberg, (1977) and Janet and Lacy, (1987)
argued that job satisfaction is affected by both these factors, but rewards related to financial part
of job rewards are more significantly related to job satisfaction vis-à-vis job values which are
related to intrinsic part of job rewards. Clifford (1985) had divided job rewards into categories, a
conceptual division like intrinsic and extrinsic rewards. It can be subdivided into intrinsic
rewards as task autonomy, task significance, and task involvement (Clifford, 1985). Task
autonomy refers to the degree of freedom in task performance. Task significance implies the
degree to which the task is perceived as a significant contribution to the work process. Task
involvement refers to the degree to which the task is considered interesting or challenging.
Extrinsic rewards are financial benefits and organizational rewards. Over and again the findings
of different researches suggested that Job rewards are strongly correlated with job satisfaction
and no significant difference for male and females (Watson and Meiksins, 1991). But the study
of (Kalleberg and Loscocco, 1983) confirmed that women receive significantly fewer job
rewards than men. While assessing the job satisfaction of engineers, the work of James (1991)
found that task significance and the intrinsic interest of the work is the major predictor of their
job satisfaction. Kalleberg (1980) had studied “differences in job rewards” as result of class and
occupation differences. He found that class and occupation had independent effects on both type
of rewards. Ravinder (1977) found that the job satisfaction of lower level employees can be
increased by enhancing the autonomy in the jobs. Clifford and Macue (1997) revealed that
higher level professionals are not satisfied with their reward system so they report low job
satisfaction. Sekaran (1989) found that getting employees deeply involved in jobs is not directly
related to job satisfaction. But it increases with increase in task involvement and task

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significance. From all above discussion of the findings it is evident that job rewards may be
strong determinant of job satisfaction. Age differences Demographic differences among
employees are associated with job satisfaction (Donald and Abdullah, 1987; Kalleberg and
loscocco, 1983; Dougles, 1991) had studied the job satisfaction of older workers. He showed that
the intrinsic rewards have a positive effect on job satisfaction. No extrinsic rewards were
significantly related to job satisfaction. For the relation of job satisfaction and age, older workers
are more satisfied with their jobs than younger workers (Kalleberg, 1977). Kalleberg and
loscocco (1983) argued that job satisfaction increased with proportional rise in age as older
worker have good jobs. They also concluded that Levels of intrinsic rewards appear to increase
up to around age 40 and again after age 61; during the 41 - 60 age periods, however, the age
intrinsic reward relationship becomes relatively flat. Job satisfaction Locke (1976 and 1969)
defined job satisfactions as “a function of the range of specific satisfactions and dissatisfactions
that he/she experiences with respect to the various dimensions of work” It includes what
Individuals expect from job and what they receive. Janet (1987) concluded that for job intrinsic
rewards, workers with a supervisory role report higher level of job satisfaction, while those in
subordinate roles indicate lower job satisfaction. Eyupoglu and Saner (2009) studied the
satisfaction levels of academics in North Cyprus and investigated whether rank is a predictor of
their job satisfaction. Their results demonstrated that overall the employees shares moderate
level of job satisfaction. 4 job facets among 20 like advancement, compensation, co-workers and
variety found to be correlated with job satisfaction. Moreover, Kalleberg and Loscocco (1983)
reported that while considering the importance of individual attributes to job satisfaction, best
documented and strongest relationship is between one's age and job satisfaction. The income
history and past job rewards are as important as the current rewards are. Findings of Janet (1987)
also showed that Job satisfaction for both men and women is more likely to be affected by a
comparison of their present financial situation to their past situation. In view of sex differences,
the study of Kalleberg and Loscocco (1983) reported that there is no significance difference in
job satisfaction levels between women and men. However, the research of Donald and Abdullah
(1987) generated contaraty results that men report more job satisfaction than women workers.
The literature survey in this area is inconsistent. Some studies have found the work rewards and
the determinants of work satisfaction by age and sex differences and voice versa. The
relationship of job satisfaction with conceptual divisions of job rewards is reported differently by

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various researchers. In the light of this discussion the purpose of current study is to determine the
relationship between the level of job satisfaction and job rewards with moderating impact of age
differences. The study is primarily concerned with assessing the relative importance of intrinsic
and extrinsic rewards as sources of job satisfaction.

Theoretical Framework:
The aim of this section is to define the relationship between dependent and independent
variables.

The model made for this research is as follows:

Salary

Commission

Employee Performance

Fringe Benefits

Over time

According to above model, following are our variables:

Independent Variables:
Salary:
A salary is a form of periodic payment given by a firm to its employees, which may be specified
in an employment contract. Salary is the amount used to acquire human resource within the
firm. It is an expense for the firm. Handsome salary and salary paid according to the work
assigned is good source of motivation and improving job performance.
Commissions:
Commissions are a sort of payment made by the employer to the employee on normally selling
products. Payments are mostly calculated on the basis of how much product is sold or how much
profit is given by a specific employee. This is a way by which firms motivate their employee to

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work more and bring positive results. There are many types of commissions which are paid and
it is varies from firm to firm.
Fringe benefits
Fringe benefits are the extra rewards given by an employer to the employee. The fringe benefits
which are taken into account for this research are Health facilities, Insurance and Recreations
like vacations on good performance or meeting the set target.
Over time packages
Over time packages is referred as financial rewards given to an employee on working more than
the described time in the job specification. It a good source of motivating employees to work
more efficiently and effectively.

Dependent Variable:
Job performance
Job performance is a concept of organizational psychology that deals with the workplace. It
basically means whether a job done by an employee is according to the set standard or not.
Whether is performing, what is expected from him or he is lying far behind that line. If an
employee is working effectively and efficiently his job performance will be satisfying a sign of
process for the company as well as the employee himself. In this article it is taken as a dependent
variable, which is effected by the previously explain independent variables (external monetary
rewards).

Hypothesis Development:
After going through the literature review, reading various articles and conducting group
discussions and brain storming, we have created null and alternative hypothesis for my research
which is as following.
Hypothesis Formulation
Hypothesis was being found on the basis of the researches done by the previous researchers.
Following null and alternative hypothesis’ statements emerged out of their studies:

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Ho: “Salary does not have positive impact on the job performance; it do not enhances employees
efficiency and effectiveness.”
H1:”Salary have positive impact on the job performance; it enhances employees efficiency and
effectiveness, so results in better performance and productivity”.
Ho: “Commission does not have positive impact on the job performance; it do not enhances
employees efficiency and effectiveness.”
H1:”Commission have positive impact on the job performance; it enhances employees
efficiency and effectiveness, so results in better performance and productivity”.
Ho: “Fringe benefits do not have positive impact on the job performance; it do not enhances
employees efficiency and effectiveness.”
H1:”Fringe benefits have positive impact on the job performance; it enhances employees
efficiency and effectiveness, so results in better performance and productivity”.
Ho: “Over time do not have positive impact on the job performance; it do not enhances
employees efficiency and effectiveness.”
H1:”Over time have positive impact on the job performance; it enhances employees efficiency
and effectiveness, so results in better performance and productivity”.

3:Methodology:
3.1.Research design:

This study is considered a descriptive study on the base of data collection method. We use both
primary & secondary data in this study. Primary data from survey & secondary data was
collected from research paper, journals, internet & books etc.

3.2. Population:

Our study is based on different organizations (private organizations). Administrative procedure

in a place provides the data on employee performance these organizations have several different
departments from where the data has been collected.

3.3. Sample:

we have selected the sample of 100 employees. This sample includes employees from every
department. Research questionnaire are used to measure the response of 100 employees.

3.4. Instruments:

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We collect the information through the questionnaire. A five point likert scale questionnaire used
to measure the response of the sampling population.

3.5.Data collection tool:

The data gathered from the respondents were put in SPSS to analyses the various factors and
dependability of the variables

3.6.Analysis:

Regression

Variables Entered/Removeda
Model Variables Variables Method
Entered Removed

1 Salaryb . Enter

a. Dependent Variable: Job.Employee.Performance

b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Std. Error of the

Square Estimate

1 .439a .193 .186 .52534

a. Predictors: (Constant), Salary

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 7.069 1 7.069 25.613 .000b

1 Residual 29.530 107 .276

Total 36.599 108

a. Dependent Variable: Job.Employee.Performance

b. Predictors: (Constant), Salary

Coefficientsa

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Model Unstandardized Coefficients Standardized t Sig.
Coefficients

B Std. Error Beta

(Constant) 1.295 .169 7.675 .000

1
Salary .383 .076 .439 5.061 .000

a. Dependent Variable: Job.Employee.Performance

Regression

Variables Entered/Removeda

Model Variables Variables Method

Entered Removed

1 Commissionb . Enter

a. Dependent Variable: Job.Employee.Performance

b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Std. Error of the

Square Estimate

1 .232a .054 .045 .56828

a. Predictors: (Constant), Commission

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 1.979 1 1.979 6.127 .015b

1 Residual 34.878 108 .323

Total 36.857 109

a. Dependent Variable: Job.Employee.Performance

b. Predictors: (Constant), Commission

Coefficientsa

Model Unstandardized Coefficients Standardized t Sig.

Coefficients

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 B Std. Error Beta

(Constant) 1.710 .169 10.124 .000

1
Commission .194 .079 .232 2.475 .015

a. Dependent Variable: Job.Employee.Performance

Regression

Variables Entered/Removeda

Model Variables Variables Method

Entered Removed

1 Over.timeb . Enter

a. Dependent Variable: Job.Employee.Performance

b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Std. Error of the

Square Estimate

1 .182a .033 .024 .57439

a. Predictors: (Constant), Over.time

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 1.225 1 1.225 3.713 .057b

1 Residual 35.632 108 .330

Total 36.857 109

a. Dependent Variable: Job.Employee.Performance

b. Predictors: (Constant), Over.time

Coefficientsa

Model Unstandardized Coefficients Standardized t Sig.

Coefficients

B Std. Error Beta

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 (Constant) 1.727 .204 8.468 .000
1
Over.time .193 .100 .182 1.927 .057

a. Dependent Variable: Job.Employee.Performance

Correlations

Correlations

Job.Employee.Perfor Salary Commission Fringe.benefits Over.time

mance

Pearson Correlation 1 .439** .232* .317** .182

Job.Employee.Performance Sig. (2-tailed) .000 .015 .001 .057

N 110 109 110 110 110

Pearson Correlation .439** 1 .455** .307** .301**
Salary Sig. (2-tailed) .000 .000 .001 .001
N 109 109 109 109 109
Pearson Correlation .232* .455** 1 .531** .280**
Commission Sig. (2-tailed) .015 .000 .000 .003
N 110 109 110 110 110
Pearson Correlation .317** .307** .531** 1 .362**
Fringe.benefits Sig. (2-tailed) .001 .001 .000 .000
N 110 109 110 110 110
Pearson Correlation .182 .301** .280** .362** 1

Over.time Sig. (2-tailed) .057 .001 .003 .000

N 110 109 110 110 110

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

4:Results & Interpretation:

The study shoes that there is a significant correlation between salary,commission,fringe
beniefits,overtime and job employee performance. Our hypothesis is accepted and null is
rejected. According to my research there is a positive relationship between performance and

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salary and fringe benefits, and there is a negative relationship between performance with
commission and overtime.

5:Discussion & conclusion:

After the analysis of each and every questionnaire, According to the analysis of the
questionnaires I analysis that 100% employees agreed with us that external monetary rewards
have positive impacts on job performance and the hypothesis we made at the start of the
research hold true. So I can say that if companies offer such rewards positive impacts can be
seen.
From the analysis I concluded that salary, fringe benefits, have a positive impact on performance
and must be given by the firm. Results show that these rewards will surely enhance the
performance of employee and will generate productivity through efficiency and effectiveness.
From my data analysis it is cleared that if these rewards are offered by the company to the
employee it will satisfy him and it will push him to work more.

6:Recommendations:
According to the analysis ,following are the recommendations which must be followed by the
employer satisfy his employees to generate more productivity from the employees.
 External monetary rewards must be given to get loyalty, productivity.
 These rewards encourage improving business for company and self improvement.
 Alongside external monetary rewards some intrinsic motivation must also be give like
Best employer of the month, letter of appreciation, performance shields.
 Medical and transportation must be given as fringe benefits.
 Bonuses, health, medication, certification must be given for encouragement.

.
7:Research limitations:
Some of the limitations are there in my research that are mentioned below.

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  Participants may have selection bias while giving their response
 Loyalty can also be included as a variable.
 As this research is a partial fulfillment of our course and not of degree so the sample
selected was very small
 Due to the lack of resources and time the sample could not be selected from a huge
population.
 Less time we were having and only one area was available for research.

8:References:

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Mr. Abdul Hameed, M. R. (2014, February). Impact of Compensation on Employee
Performance. International Journal of Business and Social Science, 5(2), 302-309. Retrieved
March 2016, from www.ijbssnet.com

Muhammad Ehsan Malik1, R. Q. (2012, june). Impact of Pay and Promotion on Job Satisfaction.
American Journal of Economics(6-9), 6-9. doi:10.5923/j.economics.20120001.02

Sajuyigbe, A. S, Olaoye B.O. and Adeyemi M.A. (2013), “Impact of Reward on Employees
Performance in a selected Manufacturing Companies in Ibadan, Oyo state, Nigeria,”
International Journal of Arts and Commerce, vol.2, issue.2, pp. 27-32.

Armstrong, M, (2005): Human Resources management Practices, London, CIPD

Malik M. S., Maria M., & Muhammad S. R. (2011) Association between Reward and Employee
motivation: A case study Banking Sector of Pakistan. European Journal of Humanities and
Social Sciences Vol. 5, No.1 (Special Issue), 2011

Gilchrist, Luca and Malhotra, 2013, Do employees work harder when paid more? Harvad

University

Investopedia (2016). What is a Bonus. Retrieved on 24th August, 2016 from

http://www.investopedia.com/terms/b/bonus.asp#ixzz4IGiz5Fuc

Heathfield, S.M. (2016).Bonus Pay. Retrieved on 24th August, 2016 from

https://www.thebalance.com/what-is-bonus-pay-1918069

Braton J and Gold J (2003:292), Human resource management: The theory and practice
(3rdEdition), Pal Grave MacMillan publishers ltd, Great Britain.
Buble, M. (2006).Management.Ekonomskifakultet Split.

Kalleberg AL (1977). “Work values and job rewards: a theory of job

satisfaction”,Am. Sociol. Rev., 42: 124-143.
Gerald M, Dorothee L (2004). “Relationship of professionalism, rewards,
LIKERT, R. New patterns of management. New York: McGraw-Hill, 1961. LIKERT, R. The
human organization. New York: McGraw-Hill, 1967.
Muhammad Zia urRehman*, Muhammad Riaz Khan, Ziauddin and Javed Ali Lashari (2010)
“Effect of job rewards on job satisfaction, moderating

MASLOW, A. H. Eupsychian management. Homewood, IL: Irwin-Dorsey, 1965. MASLOW, A.

H. Motivation and personality (2nd Ed.) New York : Harper & Row, 1970.

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Market orientation and job satisfaction among medical professionals;
The case of Certified Nurse–Midwives”, J. Bus. Res., 57(2):
1042-1053

Frederick Herzberg's theory

DECI, E. L. The effects of externally mediated rewards on intrinsic motivation.

Journal Personality and Social Psychology, 1971, 18, 105-115

Timothy A. Judge AL (2001) The Job Satisfaction-Job Performance Relationship:

A Qualitative and Quantitative Review

Richard M. Ryan and Edward L. Deci (2000) Intrinsic and Extrinsic Motivations: Classic
Definitions and New Directions

http://medical-dictionary.thefreedictionary.com/Extrinsic+Reward

http://www.raptureready.com/rr-eternal-rewards.html

http://www.humankinetics.com/excerpts/excerpts/recreation-managers-can-use-rewards-to-
improve-employee-motivation-retention

http://www.calstatela.edu/faculty/jshindl/cm/ExtrinsicRewards.htm

Appendix:

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 QUESTIONNAIRE
I am student of University of Education ,and conducting research on the topic “impact of monetary
rewards on employee performance”. For this research your response is very important for me. Your
support, guidance and opinions is important to fulfill our research.

Demographics

Gender: 1) Male 2) female

Age : (20-25) (26-30) (31-35) (35-40) (Above 40)

Qualification: 1) Matric 2) Inter 3) Bachelor 4) Masters.

Level of Agreement

Job employee performance

S.A A N D SD

1 External monetary rewards have impacts on job

performance.

2 If monetary rewards are given to employees, it

will enhance their performance.

3 Performance based rewards encourage

employees to work at their best.

4 External monetary rewards helps in satisfying

the employees and ultimately improving their
job performance.

5 For creating employees loyalty, External

Monetary Rewards are necessary.

Salary:

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 6 If employees are not paid according to their
work. He will be less motivated, resulting in
poor performance.

7 Handsome salary is an effective source to get more

productivity from the employee.

Commission

8 Employees work with their full potential when

such financial rewards are given.

9 Commission is good source of improving job

performances.

Fringe Benefits

10 Fringe benefits enhance employee’s

performance.

11 Assurance of job security motivates

your performance

Over time

12 Over time packages pushes employees to work

more than the described time in job description.

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13 Companies offering external monetary rewards
have more productive staff then the ones not
offering.

14 Your performance will be enhanced on getting

such rewards.

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