Session

Management, Business and Economics

Description

A reward system is like the biggest management principle in the world. Organizations around the world, the rural banking industry are no exception, use some form of reward system; whether it is open or not, it exists. The belief that: "Reward behavior is repeated" is a statement, which is generally accepted. Rewards are therefore tools of operational control used to link employee goals. To be able to touch employees who use rewards reward must be perceived as meaningful and meaningful. Rewards are described in two different types; it can be in the form of motivational motivation (internal) or personal motivation of growth (external). External rewards can be monetary, usually a variable compensation, divided by salary or non-monetary. Employees may have difficulty seeing how their efforts translate into results and may be demotivated if they see a team member being rewarded for not contributing enough to the end result. She argues for a reward based on equality in a given team and not on a basis based on balance, where everyone gets the same. Therefore designing team-based rewards is vital if you are to avoid negative effects on motivation, which will eventually lead to bigger problems for your organization if allowed to promote. The data of the paper are primary, with a sample of 53 employees of 4 commercial banks in Peja, where the econometric results of the paper show that external, internal bonuses and other factors have an impact on the performance of employees in the banking sector.

Keywords:

Reward, Kosovo, Banking sector

Session Chair

Hasan Metin

Session Co-Chair

Nehat Dobratiqi

Proceedings Editor

Edmond Hajrizi

ISBN

978-9951-437-96-7

First Page

130

Last Page

136

Location

Lipjan, Kosovo

Start Date

31-10-2020 10:45 AM

End Date

31-10-2020 12:15 PM

DOI

10.33107/ubt-ic.2020.315

Included in

Business Commons

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Oct 31st, 10:45 AM Oct 31st, 12:15 PM

Reward Management of Employees in the Banking Sector

Lipjan, Kosovo

A reward system is like the biggest management principle in the world. Organizations around the world, the rural banking industry are no exception, use some form of reward system; whether it is open or not, it exists. The belief that: "Reward behavior is repeated" is a statement, which is generally accepted. Rewards are therefore tools of operational control used to link employee goals. To be able to touch employees who use rewards reward must be perceived as meaningful and meaningful. Rewards are described in two different types; it can be in the form of motivational motivation (internal) or personal motivation of growth (external). External rewards can be monetary, usually a variable compensation, divided by salary or non-monetary. Employees may have difficulty seeing how their efforts translate into results and may be demotivated if they see a team member being rewarded for not contributing enough to the end result. She argues for a reward based on equality in a given team and not on a basis based on balance, where everyone gets the same. Therefore designing team-based rewards is vital if you are to avoid negative effects on motivation, which will eventually lead to bigger problems for your organization if allowed to promote. The data of the paper are primary, with a sample of 53 employees of 4 commercial banks in Peja, where the econometric results of the paper show that external, internal bonuses and other factors have an impact on the performance of employees in the banking sector.