Paper Titles in Periodical
International Letters of Social and Humanistic Sciences
Volume 57
Subscribe

Subscribe to our Newsletter and get informed about new publication regulary and special discounts for subscribers!

ILSHS > Volume 57 > Impact of Rewards and Leadership on the Employee...
Impact of Rewards and Leadership on the Employee Engagement in Conventional Banking Sector of Southern Punjab
< Back to Volume

Impact of Rewards and Leadership on the Employee Engagement in Conventional Banking Sector of Southern Punjab

Full Text PDF

Abstract:

The purpose of this research is to explore the impact of rewards and leadership on the employee engagement in conventional banking sector of southern Punjab. Employee engagement is fully influenced by leadership, workplace culture, company reputation and reward practices. Satisfied workers have potential to work effectively and they always remain loyal to the organization. This research focuses to evaluate the impact of two covariates reward and leadership on the engagement of the employees. The data includes 50 employees of 5 banks selected from conventional banking sector located in southern Punjab. The results indicate positive impact of reward and leadership on employee engagement. The paper provides evidence to suggest that management focus to enhance skills of the employees through proper coaching, leadership, and motivation.

Info:

Periodical:
International Letters of Social and Humanistic Sciences (Volume 57)
Pages:
30-34
DOI:
https://doi.org/10.18052/www.scipress.com/ILSHS.57.30
Citation:
Benazir and N. Iqbal, "Impact of Rewards and Leadership on the Employee Engagement in Conventional Banking Sector of Southern Punjab", International Letters of Social and Humanistic Sciences, Vol. 57, pp. 30-34, 2015
Online since:
August 2015
Authors:
Benazir, Nadeem Iqbal
Keywords:
Employee Engagement, Impact of Rewards, Leadership
Export:
RIS, BibTeX, Text
Distribution:
Open Access

Creative Commons License
This work is licensed under a
Creative Commons Attribution 4.0 International License

References:

Iqbal, N., Javaid, K., Ahmad, N., & Ateeq, M., (2013).

Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and organizational Psychology, 1(1), 3-30.

Mehmood, S., Ramzan, M., & Akbar, M. (2013). Journal of Education & Research for Sustainable Development, (An Online Quarterly International Peer-Reviewed Interdisciplinary Journal of Seven Petals Foundation) Volume-1, Online Issue-1.

Men, L, (2010).

Mujtaba, B. G., & Shuaib, S. (2010). An equitable total rewards approach to pay for performance management. Journal of Management Policy and Practice, 11(4), 11-121.

San,O., Theen, Y., Heng, T. (2012), The Reward Strategy and Performance Measurement (Evidence from Malaysian Insurance Companies), International Journal of Business, Humanities and Technology Vol. 2 No. 1; January (2012).

Stanislavov,I., & Ivanov,S. (2014). The role of leadership for shaping organizational culture and building employee engagement in the Bulgarian gaming industry, original scientific paper, Vol. 62/ No. 1/ 2014/ 19 - 40, UDC: 338. 486. 3(497. 2).

Voon, M., Lo, M., Ngui1, K., & Ayob, N. (2011).

Show More Hide
Cited By:
This article has no citations.