The Impact of Monetary and Non-Monetary Incentives on Performance of Employees: A Research Study on Beverage Industry, A.

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1 The Impact of Monetary and Non-Monetary Incentives on Performance of Employees: A Research Study on Beverage Industry, A.P, In India SUDHAMSETTI NAVEEN 1, PRASADARAO YENUGULA 2 1 M.B.A, N.E.T (Ph.D), Assistant Professor, Universal College of Engineering & Technology A.P, India 2 M.B.A, N.E.T (Ph.D), Assistant Professor, Universal College of Engineering & Technology A.P, India Abstract: Incentives are the additional benefits provided to the employees in recognition of their services. They may be in the form of monetary and non-monetary benefits. Monetary includes bonus, wages, pension etc. Non-monetary includes medical facilities, housing, educational and so on. The main objective of the study is to discuss the impact of monetary and non-monetary incentives on the performance of employees in beverage industry of A.P, India.. The data has been collected through structured questionnaire. Both primary and secondary data were acted as the source for this study. The Sample size was 100. Data analysis has been done with tabulation. Keywords:Monetary incentives, Non monetary incentives, recognition, plagues, bonus, wages, pension, housing, educational facilities, employee motivation, organization values. I. INTRODUCTION The concepts of incentive & reward are interrelated and complementary in the framework of employee motivation. It is difficult to draw a line among them. The broadest category was the incentive which makes an employee desire to do better, participate effectively and spend more effort. It may be divided into two categories: monetary incentives and non-monetary incentives. Monetary incentives means in terms of money such as commissions, bonuses etc. Non-monetary or non-cash incentives do not involve direct payment of cash and they can be tangible or intangible. Some examples of this kind of incentives are; providing them with autonomy in their participation in decision making, impose challenging tasks, enhancing working conditions, recognizing good work through small gifts, letters of appreciation, plagues, tickets to restaurant etc., providing some services for the employees, organizing social activities in the work place, etc. The difference between an incentive and reward like, while incentive aims to motivate future and encourage certain behavior, reward is the appreciation for the accomplished behavior and it is a potential reinforce. Recognition covers monetary and non-monetary rewards and it refers to crediting, encouraging and appreciating individuals and teams who contribute, through their behavior and their efforts, to the success of the organization. It provides after-the fact reinforcement for specific types of performance or accomplishments and emphasizes what the organization values. Moreover, it helps to create a sense of being a valued member of a successful organization.. Consequently, throughout this study, the word incentive is used to refer to anything that motivates employees, covering reward and recognition concepts. II. OBJECTIVES The main objective of the study is to describe the extent to which monetary and non-monetary incentives have impact on the performance of employees in beverage industry of A.P, India. The other objectives of the study are: (1) To investigate the effectiveness of financial incentives on employee s performance. (2) To elucidate the importance of non-monetary incentives on employee s performance (3) To determine the type of reward that acts as the best element on employee s performance. (4)To know the level of friendly nature of superiors with their subordinates DOI: /IJRTER UO5U 21

2 (5)To know the satisfying level of subordinates regarding collecting opinions on meetings conducted by superiors To achieve the above objectives, survey through structured questionnaires contemplated to elicit the opinion of respondents to some of the questions like: To what extent the non-monetary incentives will have an impact on the effective performance of employees of the beverage industry of A.P, in India? To what extent the monetary incentives have an impact to increase the performance of employees of beverage industry of A.P in India? What type of monetary incentive the employees in this beverage industry value the most? What type of non-monetary incentive the employees in the beverage industry value the most? Is there any significant difference between the subordinates and superiors statistically with regard to their incentive preferences in the beverage industry of A.P in India? III. RESEARCH METHODOLOGY Methodology is a systematic procedure of collecting information in order to analyze and verify phenomena. The study carried with the co-operation of the management who permitted to carry on the study and provided the requisite data. The data is collected from the following sources. Sources of data There are two types of the data 1. Primary data 2. Secondary data 1. Primary data:.in this study it is gathered through interviews with concerned officers and staff. Some of the information were verified and supplemented through personal observation. 2. Secondary Data: The secondary data collected from already published sources such as some journals, internal records& some websites. Sample Size: The sample has been selected on the basis of random sampling technique, drawn from beverage industry of A.P. A sample of 100 employees is selected and analysis has been done by questionnaire. IV. DATA ANALYSIS AND INTERPRETATION 1) To what extent the non-monetary incentives will have an impact on the effective performance of employees of the beverage industry of A.P, in India? Highly effective 45 Partially effective 35 Highly in effective 5 Partially in effective 10 Completely ineffective 5 From the above table, it is observed that,45 respondents are accepted that the non monetary incentives have highly impact on the performance of employees,35 respondents are accepted that the non monetary incentives have partial impact on the performance of employees,5 respondents have expressed that, non-monetary incentives have highly ineffective impact on the performance of employees, 10 respondents have expressed that, non-monetary incentives have All Rights Reserved 22

3 ineffective impact on the performance of employees, 5 respondents have expressed that, nonmonetary incentives have completely ineffective impact on the performance of employees 2) To what extent the monetary incentives have an impact to increase the performance of employees of beverage industry of A.P in India? Highly effective 65 Partially effective 30 Highly in effective 3 Partially in effective 2 Completely ineffective 0 From the above table, it is observed that,65 respondents are accepted that the monetary incentives have highly impact on the performance of employees,30 respondents are accepted that the monetary incentives have partial impact on the performance of employees,3 respondents have expressed that, monetary incentives have highly ineffective impact on the performance of employees, 2 respondents have expressed that, monetary incentives have partially ineffective impact on the performance of employees, none of the people have expressed that, non-monetary incentives have completely ineffective impact on the performance of employees. 3) What type of monetary incentive, the employees in this beverage industry value the most? PARTICULARS NO.OF RESPONDENTS Salary or wages 30 Bonus 10 Profit sharing 35 Stock option 20 medical allowance, travelling allowance 5 From the above, it is observed that,30 members expressed that, Salary or wages are the most valuable elements, 10 members expressed that, Bonus is the most valuable element, 35 members expressed that, Profit sharing is the most valuable element, 20 members expressed that, Stock option is the most valuable element,5 members expressed that, medical allowance, travelling allowance are the most valuable elements. 4) What type of non-monetary incentive the employees in the beverage industry value the most? Appreciation and recognition 40 Delegation 5 Working conditions 10 Job enrichment 18 Job security 27 From the above, it is observed that, 40 members expressed that, Appreciation and recognition are the most valuable elements, 5 members expressed that, Delegation is the most valuable element, 10 members expressed that, Working conditions is the most valuable element, 18 members All Rights Reserved 23

4 that, Job enrichment is the most valuable element, 27 members expressed that, Job security is the most valuable elements 5) Is there any significant difference between the subordinates and superiors statistically with regard to their incentive preferences in the beverage industry of A.P in India? Yes 100 No 0 From the above, it is observed that, 100 members are accepted that,there is a significant difference between the subordinates and superiors statistically with regard to their incentive preferences in the beverage industry of A.P in India 6) What do you think about the level of application of non-monetary incentives in your organization? Adequate 55 Inadequate 25 Neutral 08 Partially adequate 12 From the above, it is observed that, 55 members are accepted that level of application of nonmonetary incentives are adequate, 25 members are accepted that level of application of nonmonetary incentives are inadequate, 08 members are accepted that level of application of nonmonetary incentives are neutral,12 members are accepted that level of application of non-monetary incentives are partially adequate. 7) Superiors are usually friendly towards subordinates Strongly Agree 42 Agree 33 Neutral 5 Disagree 15 Strongly Disagree 5 From the above table,it is observed that, out of 100 members 42 employees are strongly agreed, 33 employees are agreed, 5 members are neutral with the statement, 15 members are disagreed, 5 members are strongly disagreed i.e. superiors are usually friendly towards subordinates 8) Verbal and written appreciation from the superiors Strongly Agree 60 Agree 10 Neutral 5 Disagree 15 Strongly Disagree All Rights Reserved 24

5 From the above table,it is observed that, out of 100 members 60 employees are strongly agreed, 10 employees are agreed, 5 members are neutral with the statement, 15 members are disagreed, 10 members are strongly disagreed i.e. verbal and written appreciation from the superiors 9) Meetings, activities etc. are arranged in the organization in which employees can express their opinions Strongly Agree 30 Agree 40 Neutral 0 Disagree 20 Strongly Disagree 10 From the above table,it is observed that, out of 100 members 30 employees are strongly agreed, 40 employees are agreed, none of members are neutral, 20 members are disagreed, 10 members are strongly disagreed i.e. meetings, activities etc. are arranged in the organization in which employees can express their opinions. 10) What is the most important factor that contributes to your willingness to exert more effort on your job? Monetary Incentive 29 Satisfying wage 42 Job Security 17 Good Relations with peer 12 From the above table, it is observed that,29 respondents are accepted that the monetary incentive is the most important factor, 42 respondents are accepted that the satisfying wage is the most important factor,17 respondents are accepted that the job Security is the most important factor,12 respondents are accepted that the Good Relations with peer is the most important factor for their willingness to exert more effort on job. V. CONCLUSION AND RECOMMENDATIONS According to the results of the study, it can be accepted that the level of application of the nonmonetary incentives, in the organization is adequate, based on the perceptions of the employees in beverage industry. It may be accepted that that this organization enjoyed the benefit from nonmonetary incentives effectively in the motivation of employees., it was explained in expectancy theory of motivation, the employees incentive practices are also a concern in deciding the motivational level. Some of the employees are not satisfied with their wage levels in general and this fact is reflected on the employees first ranking of satisfying wage as the vital factor for contributing to their cogency in the job. With regard to incentive preferences, monetary incentives seem to take precedence over nonmonetary incentives. However, it does not mean that the employees are not likely to be influenced by the non-monetary incentives. According to the analysis of responses, nonmonetary incentives are valued highly by the employees, even in the absence of monetary incentives. Among the non-monetary incentives, job related non-monetary incentives are more preferred as the incentive that would increase the employees interests in their jobs the most. This may imply that most of the employees in the organization value meaningful job with more responsibility, variety of tasks and opportunity to use variety of skills, autonomy over job, participation in decision making, promotion, All Rights Reserved 25

6 REFERENCES 1. Accel-Team. (2004). Financial motivation. [Online]. Available: motivation/financial_motivation_01.html. June 15, Adams, J. S. (1965). Inequity in Social Exchange. In: Advances in Experimental Social Psychology, Vol. 2, (L. Berkowitz, ed.). New York: Academic Press. 3. Adler, R. W., Milne, M. J., and Stablein, R. E. (2001). Situated motivation: an empirical test in an accounting course. Canadian Journal of Administrative Sciences, Vol. 18, No. 2, pp Brewer, G.A., Selden & Coleman, S. (1998). Whistle blowers in the federal civil service: New evidence of the public service ethic. Journal of Public Administration Research and Theory. 8: In: Houston, D.J. (2000). Publicservice motivation: A multivariate test. Journal of Public Administration Research & Theory. October. Vol.10-4: Bussin, M. & Christopher, D. (2002). 50 ways to reward employees. 21st Century Business and Pay Solutions Group. [Online]. Available: March 21, Crewson, P.E. (1997). Public-service motivation: Building empirical evidence of incidence and effect. Journal of Public Administration Research and Theory. 7: In: Houston, D.J. (2000). Public-service motivation: A multivariate test. Journal of Public Administration Research & Theory. October. Vol.10-4: Davidson, L. (1999). The power of personal recognition. Workforce. July: v78 i7 p44(4). Deci, E. L., Koestner, R., & Ryan R. H. (1999). A meta-analytic review of experiments examining the effects of intrinsic rewards on intrinsic motivation. Psychological Bulletin. 125: Eden, D. (1988). Pygmalion, goal setting, and expectancy: compatible ways to boost productivity. Academy of Management Review. Vol.13-4: Gale, S. F. (2002). Small Rewards Can Push Productivity. Workforce. June: Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Menlo Park, CA: Addison-Wesley Publishing Company. 11. Herzberg, F. (1966). Work and the nature of man. Cleveland: World Pub. Co. 12. Herzberg, F.(1971). Managers or animal trainers. Management Review, pp Latham, G. P. & Baldes, J. (1975). The"practical significance" of Locke's theory of goal setting. Journal of Applied Psychology, 60, Lawler, E. (1990). High involvement management. San Francisco: Jossey-Bass. In: Denhart, R. B., Denhart, J. V., Aristigueta, M. P. (2002). Managing human behavior in public & non-profit organizations. California: Sage Publications. 15. Lawler, E.E. & Porter, L.W. (1967). The effects of performance on job satisfaction. Industrial Relations. 7: Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50, McCann, D.(2000). Carrot, stick, or what? Profiles Ireland. [Online]. Available: January 7, McClelland, D. C. (1975). Power the inner experience. New York: Irvington. 19. Nelson, B. (1994). A little praise goes a long way. National Association of Insurance and Financial Advisors. [Online]. Available: January 17, Nelson, B. (2001). Dump the Cash, Load on the Praise. Harcourt College. [Online]. Available: 3 January All Rights Reserved 26

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