Reward management and  Job Satisfaction in the public sector.

“Reward Management deals with the strategies, policies, and processes required to ensure that the contribution of people to the organization is recognized by both financial and non-financial means. (Armstrong and Murlis 1998). 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”. (Armstrong and Murlis, 1998).

 

Categories of Rewards

 

 

Job satisfaction can be defined as the attitudes and feelings people have about their work. Positive and favorable attitudes toward the job indicate job satisfaction. Negative and unfavorable attitudes toward the job indicate job dissatisfaction. It can be distinguished from morale, which is a group rather than an individual variable, related to the degree to which group members feel attracted to their group and want to remain a member of it.

High job satisfaction indicates a strong correlation between an employee’s expectations of the rewards accruing from a job and what the job actually provides. Workers who are satisfied in their jobs will be cooperative and well-motivated while those who are dissatisfied will be more inclined than others to produce low quality output, go on strike and be absent from work, raise grievance procedures or even leave the organization.

When it comes to the rewards of public sector employees and their job satisfaction, it is clear that is determined by the rewards. In particular, when one person in the public sector is satisfied with the level of employment, the other may unsatisfied.

For example, when it is thought that the benefits to all physicians have been increased, all other officers may unsatisfied. Then there could be job conflicts and strikes.

Due to the implementation of different benefit schemes for different posts in the public sector, Better reward management has not been possible.

This is often based on selfish ideas at the attitudinal political and professional levels.

This is largely due to the inactivity of the Salaries and Remuneration Commission, the increase in political interference, and the lack of a permanent policy on the government rewarding system

 

Conclusions

There are about fourteen million public servants in Sri Lanka. This requires the establishment of a more appropriate, simpler, and more permanent reward system to create a better public service without problems. The benefit scheme may be different for public servants of the same level and at different levels and should not change abnormally.

 

Reference

Armstrong, M., And Murlis, H. (1998), Reward Management: Handbook Of Remuneration Strategy And Practice., London: Kogan Page.

Armstrong’s Handbook of Human Resource Management Practice, 2014

International Journal Of Scientific Engineering And Research (IJSER) March 2014.