THE EFFECT OF NON-FINANCIAL INCENTIVE ON STAFF PRODUCTIVITY IN NIGERIAN SECURITY PRINTING AND MINTING COMPANY

posted on July 6, 2018

THE EFFECT OF NON-FINANCIAL INCENTIVE ON STAFF PRODUCTIVITY IN NIGERIAN SECURITY PRINTING AND MINTING COMPANY

CHAPTER ONE
1.0. INTRODUCTION
Increasingly in the contemporary organization, human resourcing strategies are based on three premises:
1. People-first
2. High-performance
3. High-commitment
Armstrong (2012) suggested that people-first focus is a pre-cursor to winning commitment and mobilising the workforce in executing corporate strategy. Success in a highly competitive, global marketplace demands high commitment but also high performance, and organisations are increasingly focusing on developing such a culture as a core part of their employment practice. Armstrong believes that people is the fulcrum upon which organisations rest. One of the most important, complex and problematic issues in managing human resources in any organisation is reward management. According to Banjoko (1996) hardly is any issue more relevant and crucial to an employee than his financial and non-financial remuneration, and scarcely has any matter led to strained labour and management relations or lead to strike action much more than wage – related issues as suggested by Fajana (2006). Considering the trends of great disparity between one’s expenditures and the income accruing into ones pocket due to the increasing inflation in our economy, it is therefore proper to say that reward management is a matter that is closest to the heart of every employee and their employers. It is a common saying that man does not live by bread alone yet he cannot live without it.In today’s competitive and global workplace, one of the strategies that successful companies use in having the ability to attract many qualified candidates, retain top talent, and maintain a highly motivated workforce is the use of rewards.
Rewards can be used to keep the organisation and the attractiveness of the job itself and proper reward management in of an organisation determines how job applicants will romance with such organisation. The organisation reward policy has an external influence on the source of labour supply.
Armstrong (2007) defined Reward management as a system that deals with the strategies, policies and processes required to ensure that the contribution of people to the organization is recognised by both financial and non-financial means. It is about the design, implementation and maintenance of reward
systems (reward processes, practices and procedures), which aim to meet the needs of both the organization and its stakeholders.
The overall objective is to reward people fairly, equitably and consistently in accordance with their value to the organization in order to further the achievement of the organization’s strategic goals.
Reward management is not just about pay and employee benefits. It is equally concerned with non-financial rewards such as recognition, learning and development opportunities and increased job responsibility is the process of ensuring that people are rewarded fairly for the work they do and for contributing to the achievement of the organization’s purpose and aims. Reward management provides answers to two fundamental questions:
1) What do we value?
2) What are we prepared to pay for?