EFFECTIVENESS OF COMPENSATION PACKAGE ON WORKERS PERFORMANCE IN AN ORGANIZATION
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EFFECTIVENESS OF COMPENSATION PACKAGE ON WORKERS PERFORMANCE IN AN ORGANIZATION
ABSTRACT
The purpose of this study was to investigate the association between the following variables among junior and senior officers in the Nigeria Police Force using empirical methods.
· Perceived compensation and incentives can indicate a gap between desired outcomes and available resources.
· Employee voice and representation reflect feelings of powerlessness, formlessness, and isolation (anomie).
· Job satisfaction might stem from feelings of alienation caused by management policies in the workplace.
The study focused on junior and senior officers in the Nigerian Police Force. Based on the study’s research hypothesis, they were given a self-created questionnaire that had been verified and checked for dependability.
The acquired data was analysed using basic percentages (%) and the T-test.
The analysis revealed that:
i. Senior and junior officers have a large perceived difference!Regarding wages, incentives, employee voice, and representation,
ii. It also demonstrates that there is a considerable difference in emotions of alienation between them and the junior officers.
iii. The data also indicates that there is a considerable difference in terms of job satisfaction on the part of the senior and junior officers.
iv. Both senior and junior officers were notably dissatisfied with their positions in terms of management policies.
Chapter one
INTRODUCTION
1.1 Background of the Study
Pay, in one form or another, is undoubtedly one of the most powerful motivators in our culture. It was also stated that remuneration has surpassed symbolic value by Ghisclli and Hyman Porter, Haired and Mason (1963).
Despite the preceding philosophical phase, which recognises compensation pay or incentive as a successful tool in organisational growth, significant changes are now affecting the world of work.
According to “Coscio 1995,” these are the results of increased global competitiveness, the impact of information technology, the re-engineering of business processes, and the increasing deterioration and disappearance of jobs as fixed bundles of tasks.
These trends are causing a redefinition of the job itself, and management can be viewed as an intermediary between the organisation and the individual employee, focusing on, developing, and implementing policies for attracting, retaining, and motivating individuals within an organisation.
At the very least, it is stated that there is a direct relationship between hard work and reward; that is, if you work hard, you will reap the benefits; nevertheless, this maxim has not been attributed to the essence of this study. It emphasises the wellbeing of workers, with a special reference to increasing incomes.
According to Robbins Stephen (1978), employees are concerned with the relationship between the amount of money and what is available in the business or economy, rather than the actual amount of money they are paid monthly.
Based on the employee’s input to the organisation, such as effect education, skill, and competence, one can compare outputs such as salary levels, promotion, health service welfare benefits, and other factors.
It is clear that in an organisation, there may be an imbalance in the input-output ratio relative to others. This is due to salary disparity, favouritism, and mismanagement, which has a negative influence on workers, resulting in grievances, job unhappiness, absenteeism, apathy towards work, and low productivity.
Merton (1957) claimed that the social or (organisational) state is most likely to cause emotions of alienation, which are characterised by a disjunction between the norms that define the legitimate ways of achieving the organization’s aims.
This suggests that the Merton model maintains that the disparity between socially approved ends and accessible means produces individual feelings of alienation, which leads to outcomes such as grievances, job discontent, absenteeism, and individual apathy towards work.
The Mertonian model serves as the basis for this empirical study, which examines the correlations between the following variables among junior and senior Nigeria Police officers in Lagos State Command, Railway Command, and Force Headquarters in Maloney, Lagos.
1. Perceived remuneration plus incentives, which is considered an indicator of the degree of perceived disjunction between accepted aims and available means.
2. Employee voice and representation, reflecting an individual’s emotions of powerlessness. Isolation, intimidation, and power decreases.
3. Job dissatisfaction, defined as feeling alienated by management policies at work.
As a result, the study examines management practices as specific structural factors that may contribute to feelings of alienation or other outcomes, such as job discontent or job satisfaction.
1.2 Statement of the Problem
In terms of pay, no organisation can deny that incentives (money) are still the greatest motivating factor for employees in every organisation or firm. However, in today’s market, the salary cum incentive provided to employees by private and public enterprises has become a minuscule amount.
The value of incentives and remuneration (money) as motivators cannot be overstated, especially in this region of the world where money appears to be the primary motivating element.
Money is an important motivator in any workplace, especially in developing countries where poverty, unemployment, and other social ills are prevalent. ”
It is the single most important motivator to an African worker” according to Obisi (1996). To some people, money may represent practically anything, to the point of adoration.
One prominent trend in Nigerian industrial relations practice is management’s patronising, if not condescending, attitude towards workers, as well as the state’s heavy investment in industrial relations.
The Labour Act aims to protect workers from abuse by employers. It covers pay, employment contracts, terms and conditions, recommitment, and specific categories of workers like apprentices, women, young people, and domestic staff.
The Act does not ensure the right of individuals to gainful employment, and if one is lucky enough to find one, nothing guarantees the (tenure) security of tenure, and moreover, the hours of work are not properly adhered to Although the Labour Act provides for wage payment, the criteria for determining a fair salary
what constitutes a fair wage, and what is sustainable are not mentioned, and when workers struggle for what they feel to be fair, sustainable, and human wages, punitive measures are imposed. Management becomes nasty and confrontational.
1.3 Objectives of the Research
Given the circumstances of this research challenge, the research tends to:
1. Investigate workers’ perspectives on management policies regarding salary, incentives, and employee voice and representation in the Nigeria Police (Lagos State Police Command, R/way Command, and FHQ (Maloney).
2. Determine whether it has brought about job happiness or not among them (workers, including junior and senior staff), and whether there is a significant difference between junior and senior staff in terms of job satisfaction.1.4 RESEARCH QUESTIONS.
This study often provides responses to the following questions.
i. Junior staff should think that these management strategies provide them with much less salary, incentives, employee voice, and representation than senior employees.
ii. Junior employees should feel more isolated than senior employees in the organisation.
iii. Junior staff should be less satisfied than senior employees.
iii. Both junior and senior employees should be dissatisfied with management practices (regarding remuneration, incentives, and employee voice and representation).
1.5 Research Hypotheses
The research can be summarised in the following hypotheses:
Ho1: Junior employees do not think that management practices provide them with much less compensation in the form of incentives, employee voice, and representation than senior employees.
Ho2: Junior employees feel no more alienated than senior employees in the organisation.
Ho3: Junior employees should have lower levels of satisfaction than senior employees.
Ho4: Both junior and senior employees should be dissatisfied with management practices (regarding remuneration, incentives, and employee voice and representation).
1.6 Significance of the Study
The research seeks to confirm whether management policies could lead to the sensation of alienation (anomie,” normlessness, and helplessness) which ‘would lead or result in certain defined outcomes such as job discontent or an opposite consequence.
The study was also designed to determine whether job satisfaction is affected by an individual’s position in an organisation (senior and junior officer).
It is also intended to assist Open Avenue in conducting additional research in this area in other sectors of the Nigerian economy and around the world.
1.7 SCOPE AND LIMITATION OF THE STUDY.
The subject of this study revolves around analysing the effectiveness of compensation packages on workers’ performance in an organisation, with special reference to the Nigeria Police Force.
The primary constraint in the course of this study is a lack of access to relevant material as well as challenges in obtaining information. Furthermore, the lack of reliable comparable data is a key impediment to the efficient and effective analysis of the impact of entrepreneurial innovation in this study.
1.8 Definition of Terms
i. Management Policies: These can be characterised as predetermined guidelines established to provide direction in decision making for personnel in an organisation.
ii. Compensation Cum Incentives: This refers to any incentives that an individual receives as a result of their job in an organisation, including as financial rewards, promotions, retirement programmes, vacations, medical care, insurance, and a nice work environment.
iii. Job satisfaction: It can be defined as a sense of fulfilment and
iv. Alienation: This term refers to an individual’s sense of powerlessness, normlessness, and anomic or sentiments caused by an organization’s management procedures.
a. Powerlessness: the sensation of having no control over events that affect oneself.
b. Normlessness: the perception that recognised standards are breaking down, such as due to favouritism.
d. Anomie: a sense of pessimism in one’s existing organisation.
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