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首页> 外文期刊>European Journal of Business and Management >The Influence of Financial and Non-Financial Rewards; and Employee Empowerment on Task Motivation and Firm Performance of Bangladeshi Front Line Employees: A Critical Approach
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The Influence of Financial and Non-Financial Rewards; and Employee Empowerment on Task Motivation and Firm Performance of Bangladeshi Front Line Employees: A Critical Approach

机译：财务和非财务奖励的影响;和孟加拉国一线员工在任务动机和公司绩效方面的员工赋权：一种批判性方法

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摘要

Motivated employees play a significant task in organizational achievement, and precedent research points to an optimistic association between acuity of empowerment and motivation. A well known model put forth by Spreitzer (2006) proposes that two major workings of control systems will certainly affect employee feelings of empowerment- performance feedback and performance based reward systems. This investigational study contributes to the behavioural accounting literature studied on the performance of Bangladeshi front line managers by providing how specific types of performance feedback and performance based rewards have an effect on three psychological dimensions of empowerment. Also, a comparatively simple context has been used to examine whether calculations validated on surveys of managers also hold for lower level workers. The results propose that feedback and rewards affect the scope of empowerment in a different way for lower level managers in different industrial sectors of Bangladesh than they do for top level managers. In addition, in general, motivation was not considerably associated with two of the three empowerment scopes. Implications of this study are that methods that work to boost manager perceptions of empowerment may not work at lower organizational levels in Bangladesh, and even if victorious, the related add to in employee motivation may not be momentous. Keywords: Motivation, empowerment, reward systems, performance feedback, performance based rewards, financial incentives, non financial incentives.
机译：积极进取的员工在组织成就中扮演着重要的角色，而先前的研究表明，授权的敏锐度与积极性之间存在着乐观的联系。 Spreitzer（2006）提出的一个众所周知的模型提出，控制系统的两个主要工作方式肯定会影响员工的授权感-绩效反馈和基于绩效的奖励系统。这项调查研究通过提供特定类型的绩效反馈和基于绩效的奖励如何影响赋权的三个心理维度，为研究孟加拉前线经理绩效的行为会计文献做出了贡献。此外，已经使用相对简单的上下文来检查在经理调查中验证的计算是否也适用于低级工人。结果表明，对于孟加拉国不同工业部门的低层管理者而言，反馈和奖励对授权范围的影响方式与高层管理者不同。此外，总体而言，激励与三个授权范围中的两个没有很大关系。这项研究的意义在于，在孟加拉国较低的组织级别上，有效地提高经理对授权的观念的方法可能不起作用，即使取得了胜利，相关的员工积极性也可能不是紧要关头。关键字：动机，授权，奖励制度，绩效反馈，基于绩效的奖励，经济激励，非经济激励。

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