Professional Documents
Culture Documents
December 6, 2019
December 6, 2019
SY: 2019-2020
WORK PERFORMANCE
December 6, 2019
ABSTRACT
work rendered. This study aims to collect perceptions of School of Arts and Sciences
faculty members as well as its importance to their well-being; measure their level of
satisfaction and; examine the effects of remuneration to their motivation and work
approach in gathering, analyzing and interpreting of data. The results of the studies shows
that
CHAPTER 1
defined as a “complex forces inspiring a person at work to willingly use his capacities
for the accomplishment of a certain objective” (Murey, 2017). Studies show that one way
particularly remuneration. Calvin (2017) states that there is a direct relationship between
how these rewards compensate to their skills or work efforts (Oke, n.d.).
Henri Fayol. This refers to the payment or compensation of rendered works and services.
both benefit the employer and employees. Remuneration is any monetary or financial
reward to their work efforts as well as a basic motivator to commit them more into their
works. This includes salary, wages, incentives and bonus (Calvin, 2017). However,
remuneration can also come in the form of non-monetary value such as praise,
recognition and even services (i.e. canteen services, medical services etc.). Though
money is not everything, we cannot hide the reality that it indeed contributes in boosting
The way remuneration alters the behavior of each employees varies from one
person to another. Some employees may find money to be more rewarding whereas
others feel otherwise. It is the unseen sensation that matters. Thus this study will carry
out in order to identify the different ways employees perceived remuneration as well as
provide a comparison analysis between two categories of employees- the permanent and
contractual. Doing so, one can be able to grasp if there is a significant effect of
employees' contract status in the workplace to the manner he/she views remuneration.
Also, this study will be conducted to determine the role of remuneration to the
employees' motivational spirit and work performance at general. Despite the numerous
available studies and researches which had already been conducted, it is still very
concerning remuneration. Hence, the purpose of this study is to find out and highlight the
remuneration:
(a) Permanent
(b) Contractual
a) Motivation
b) Work performance
HYPOTHESIS
work performance of SAS faculty members at the Isabela State University Cauayan
a) Gender
b) Level of Education
c) Years of Service
d) Amount of Salary
a) Permanent
b) Contractual
a) Permanent
b) Contractual
remuneration affect the work performance of the employee and how can remuneration
also motivate the SAS Faculty Members at ISU Cauayan Campus. The outcomes of this
Employers. The result of this study will provide the employers sufficient information to
know what are the effects of remuneration in terms of motivation and work performance
of their employees.
Government.The result of this study may help the government to know what to improve
and develop to further motivate employees particularly teachers to do their job well.
School Administration. This study may provide guidance for school administrators to
better understand their employees and act accordingly in order to establish loyalty of
Student – This study will help the student realize that it’s not easy to be a teacher and to
fully understand why their teachers are eager to teach them and what motivated them to
do so.
Future Researchers. This research paper will serve as a reference or guide to future
researchers who will also conduct a study which has connection to this paper. It may
trigger them to explore more about this study to arrive with some additions and/or
Cauayan Campus particularly in the School of Arts and Sciences consisting of 26 faculty
members. This study will focus mainly in on how remuneration motivate the respondent.
CONCEPTUAL FRAMEWORK
receive for their work efforts. It includes salary and wages as well as incentives/bonuses.
which in return improves the work performances of the employees. Moreover, the size of
remuneration affects the work motivations and work perfomances. As it is shown in the
graph below:
GRAPH 1.1
W
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I E
N MONETARY
V R
E INCENTIVE/ BONUS
A F
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A
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DEFINITION OF TERMS
work well.
Permanent Employees are also called regular employee or directly employed wherein a
specific employer with a specific work and had to do what the employer told them to do
remuneration includes basic salary, wages, health schemes, pension schemes, and
salaries, wages bonuses, incentives, allowances and benefits that is acquired or given to
Uzuegbu & Nnadozie (2015) strongly stated that remuneration should be deserved
and received basing on the nature of work one does, financial state of the business as well
as the cost of living. Fayol pointed out that payment for each work efforts should be “fair,
According to Shields et.al. (2015) as cited in Alwaki M.( 2018), remuneration can be
organization or compensation for work. Maicibi (2005) cited in Barbara (2011) stated that
wages should be fair and must show some element of equity. Fair wages can attract the
fury of employees in an economy. Without sufficient quantities life becomes highly
unsafe for the workers or employees. Salaries, wages and rewards are concerned and
should be recognized.
remuneration and job satisfaction. Remuneration is considered one of the main factors
that motivates people to work. However, its importance for the employee and its impact
Dewhurst et al. (2010) as cited in Aktar and Ali (n.d.) stated that human resource
need to develop strategies to acquire and retain the competent workforce. Nowadays,
human asset considered to be the most important asset of any organization and in order to
get the efficient and effective result from human resource motivation is necessary
Dobre (2014) stated that the performance of an employee is based on their effort,
ability and skills, and other factors, at least from the employees view or perspective. Also,
he stated that the employees private information with regard to the employer, the
employer must rely based on the performance measured to estimate the effort exerted by
the employee.
or rewards given to individuals work and it is an important factor that affects the
organization’s performance. It also includes basic salary, wages and other allowances
Agburu (2012) cited by Yinka Calvin Ojeleye (2017) argued that employees are
motivated not by money alone but organizations continue rely on financial rewards.
Financial rewards are important to retain talent and assets of an organization and as with
Michael Silverman (2004) stated that human resource performance was the work
of an employee behavior in conformity with its role in the organization. The performance
wages and other reward system ensure the companies’ ability to attract, retain and
motivate employees.
administered when a desired act or task is performed, that has controlling and
probability of workforce will perform well or better on their job and have quality service,
reward.
Zaman (2011) as cited in Edirisooriya (2014) pointed out that immediate rewards
are given to employees repetitively so that they can be aware of their outstanding
within the organization but also to teams that perform excellently. Incentives given for
good behavior usually improve the relationship between the employees and management
because employees feel that they are being appreciated for their efforts and good work.
This leads to increased employee morale, better customer care as well as increased
productivity. Long-term rewards are awarded to employees who have been performing
well. Such an employee will become loyal to his or her organization and it reduces
employee turnover. Long term rewards include being made partner, or cash benefits that
mature after many years of service or at retirement. These rewards are very strategic for
According to Yokoyama (2010) as cited in Njanja, Maina, Kibet and Njag (2013),
incentives are effective in increasing performance. Rewards and recognition have a great
impact to employee motivations for it encourages to achieve goals effectively and "think
motivated employee has his/her goals aligned with those of the organization and directs
his/her efforts in that direction. In addition, these organizations are more successful, as
their employees continuously look for ways to improve their work. Getting the
employees to reach their full potential at work under stressful conditions is a tough
Jakobi (2013) stated that the workplace environment impacts employee morale,
productivity and engagement - both positively and negatively. The work place
that most impacts on their level of motivation and subsequent performance. How well
they engage with the organization, especially with their immediate environment,
influences to a great extent their error rate, level of innovation and collaboration with
other employees, absenteeism and ultimately, how long they stay in the job.
Chandrasekar (2011) and Shields (2007) views basic pay as an important part of
total pay that is fixed and mainly time-based, rather than performance-based. Basic pay is
the largest fraction of the total pay for non-executive employees. It also acts as a
benchmark for other cash incentives such as profit sharing, which is expressed as a
percentage of basic pay. Basic pay helps to attract and retain employees. Employees use
basic pay to compare their job offers instead of using intrinsic rewards and other rewards
competitive market, organizations pay above the market rates to retain their employees.
system and a wide and more diverse range of employee benefits provide organizations
Held (2016) as cited Urbancová, and Šnýdrová (2017) also agrees with the
together with a right remuneration system improves the name and competitiveness of the
organization in the labor market. The author also mentions the importance of fringe
benefits in order to recruit and retain employees and increase their involvement.
Remuneration can motivate employees to be more productive but does not have to
needs to be reviewing the remunerations that their employees receive. This is due to the
fact that revised remunerations contribute to some extent in motivating them to perform
better at their places of work. (Maxwell et al., 2008) cited by Jemima Kerubo Ombongi
(2017)
Remuneration as to Motivation
job. Motivation is a powerful tool that reinforces behavior and triggers the tendency to
activity .Dobre (2013) and Ganta (2014) stated that remuneration is the motivation of
employees will always improve the quality of work and the performance of the institution
According to Yomoto (2013), prior studies have also reported that remuneration is
an important factor for retaining employees, and employee salary level might affect
employees' intentions to move to other organizations. In addition, many employees
organist.
In the study of Tourangeau et al. (2010) also reported that financial rewards
they offered better cash incentives or bonuses. Some organizations adopted short term
can motivate them to remain in the organization and to help the organization achieve its
goals and objectives. Some researchers have highlighted that cash payments are one of
in part because pay is one of the few characteristics people can know with certainty
before taking a job. In contrast, once a person has been on the job for awhile,other factors
Khan & Hoque, (2011) stated that good cash incentives could enable employees to
have better job satisfaction and this may reduce employee turnover. In previous studies,
employee salary and other financial rewards have been classified as important
organization stimuli than can improve employee retention (McKeen et al., 2010). In
addition, when employees are satisfied with their salary and pay system, they are more
have been identified as influencing the employee's intention to stay in their occupation or
McKeen et al., (2010) stated that many organizations adopt successful human
resource practices and policies by offering non-salary benefits such as health benefits and
additional programs for marriage leave, childcare leave, parental leave and elderly care
resource practices to offer employee benefits such as stock options, sign-on bonuses and
financial retirement saving plans over a period of years (Tourangeau et al., 2010
as a reward for their work accomplishments. He also indicate all the non-monetary and
their services.
Also mentioned by Robbins and Couter (2003) as cited by Mitreva, E., Filiposki,
O., Taskov, N., Krivokapic, Z., and Jovanovic, J., (2017), there are different sources of
their employees to accomplish a task (Govindajulu and Daily, 2004). The remuneration
motivation influences the succes of an organization that is indicated according to Robbins
their pay-slip at the end of the month for the reward of his labor.
of goods and services that the business' offers.” This is their payment, wages, salary, and
benefits.
Cole (2002), Armstrong (2009), Weihrich, Cannice and Koontz (2008) and
Bateman and Snell (2009) have the same perspective for the performance - related pay.
associated with higher pay levels and has no positive impact on the pay incentive
the field of practice, and made a significant contribution to the national level of
Shlomo, Eggert, , and Nguyen (2013) stated on their study in the regulation of
remuneration policy in the financial sector of large parts of banking industry that bonus
disadvantage.
employee above his/her normal wage. A bonus can be used as a reward for achieving
Heathfield (2016) bonus pay is compensation over and above the amount of pay
specified as a base salary or hourly rate of pay. The base amount of compensation is
specified in the employee offer letter, in the employee personnel file, or in a contract.
Employers can distribute bonus pay randomly as the company can afford to pay a bonus,
Agburu (2012) argued for the importance of salaries and wages in Nigeria, he
stated that wages should not only be adequate but they must also show some element of
equity, this is particularly true from the point of the employees. Anything short of a fair
and equitable wage or reward can quickly at tract the wrath of employees in an economy
such as Nigeria. For many Nigerian employees, wages or salaries are highly critical
issues. They are decisive because without them in sufficient quantities, life becomes
extremely precarious for the worker and members of his/her family. As direct financial
rewards, wages and salaries are the most emphasized by the employees, thus they sort of
take a centre stage in the scheme of things as far as rewards for work is concerned.
Surbhi (2015) also defined salary as a fixed amount paid to the employees at
regular intervals for their performance and productivity whereas wages are the hourly-
based payment given to the labor for the amount of work finished in a day. He further
argued that while Salaried persons are generally said to be doing “white collar office
jobs” which implies that an individual is well educated, skilled and is employed with
some firm and holds a good position in the society, whereas the waged person are said to
be doing “blue collar labor job” which implies that an individual is engaged in the
work done. He further identified the indicators of remuneration include: basic salary,
wages, health schemes, pension schemes, transport allowances overtime allowances and
responsibility allowances.
Wilson (2010) and Mukherjee, Dey, Mitra (2010) found out that compensation
both financial and non-financial generates innovation that lead to better business
performances. Rewards not just means by financial compensation, it also includes the
simple recognition that the employees are able to acquire or receive from their managers
or those who have higher positions and the opportunity to take responsible in an
employees; however, he highlighted the more in depth factor that makes an employee do
his or her works. An employee does not simply work for money rather for something
inatangible particularly one’s meaning and purpose of living. No matter how high or low
paying one’s job is, he or she will not simply leave it if he or she harbors passion for the
work.
Armstrong (2007) as cited in Harunavamwe and Kanengoni (n.d.) further argued
that a closer look on how employees are motivated indicates that it becomes disturbingly
clear that the more you use rewards to motivate, the more employees tend to lose interest
in whatever they had to do to get the rewards. The more reinforcing the reward is, the
more it erodes intrinsic interest. Therefore, various devices can be used to get employees
to do something, but that is a far cry from making people want to do something in this
regard, nonmonetary rewards apply. Theorists therefore point out the value of challenging
jobs, feedback, cohesive work teams and other non-monetary factors as stimulants to
motivation which should never be left out when addressing the subject of motivation in
the workplace.
(n.d.) four methods of motivating employees indicated that money rated the second
among lower-level employees. Such evidence demonstrates that money may not be the
only motivator, but it’s difficult to argue that it doesn’t motivate. This therefore opens up
the debate that non-financial rewards such as recognition, decision making and job
security have a role to play in the internal motivation of employees that monetary rewards
cannot address. To assume that financial incentives will always motivate people to
perform better is therefore as simplistic as to assume that they never motivate people to
perform better. The only issue that is certain about this is that multiplicities of
interdependent factors are involved in motivating employees ranging from money to non-
monetary
As mentioned by Dewhurst, Guthridge and Mohr (2009) as cited in Sait Dinc,
many researches argue that the use of non-monetary incentives, especially in jobs with
global survey of 1047 executives, managers and employees from different sectors
established that three non-financial incentives are even more effective motivators than the
three top-rated monetary incentives. The top three non-monetary incentives identified by
the report were: praise and commendation, attention by managers and new tasks
opportunity.
Ariely (2008) performance study found that even a task requiring very limited
cognitive efforts, a larger monetary reward led to a poorer performance . This study was
replicated several times and the results were consistent throughout. The people offered
medium monetary bonuses performed equal to those offered low bonuses and
interestingly enough, the people offered the highest bonuses performed worse than other
two groups. In conclusion, it seems that the high monetary rewards may cause additional
costs for institutions but may also have a demotivating or discouraging effect on
employees.
Silverman (2004) as cited in Driel in his master thesis indicated that non-
monetory recognition schemes into two categories. The first category is called:
‘acknowledging the efforts of the employee’. This category contains for example:
appreciation, recognition and the manager saying ‘thank you’. The second category is
labeled: ‘giving the employee a present’. Among other things, the author lists as
examples: retail or travel vouchers, meals, theatre tickets and day trips. Furthermore, he
states that the most extensively used non-financial recognition schemes are: praise,
vouchers and nominationbased schemes. In this thesis, non-monetary bonus rewards are
discussion paper indicated and analyzed the impact of cash and non-cash gifts and the
role of reciprocal behavior in a field experiment, confirm these results. Their study shows
that non-monetary gifts elicit more reciprocal behavior and result in significantly better
Employees should be satisfied with the reward and employers should be assured
determining an employee's level of job satisfaction. The increasing demand for families
with higher living costs is forcing workers to seek higher incomes that can secure their
Daniels, Nielsen & Ogbonnaya (2017) found out that remuneration has a direct
to the authorities.
Calvin (2017) supported the idea that indeed remuneration shares a direct
Alwaki (2018) conducted a study among 200 listed employees of Stock Exchange
Company and founds out that an organization’s reward system has a significant influence
Elijah, Muturi, &Wilfred (2014) pointed out the importance of setting a satisfying
compensation in order to “attract, retain, reward, and motivate” its employees in order to
enhance performance and provide quality results. They have found out in their study that
it was poor remuneration that discourages the Kenyan Ministry of Internal Security to do
their duties and responsibilities. Their job payment is stagnat while the cost of living in
the country is increasing. Furthermore, “a good compensation drives growth within the
works to earn a living but it is not the only ultimately goal. Rewards system’s role in
employed resources.
current economic downturn whereas monetary rewards are not enough. A simple
appreciation of one’s work can intrinsically boosts his or her motivation to still work and
stay with the company even through the hard times. Moreover, non-monetary incentives
cannot only increase employees’ motivation and engagement but also lessen company’s
expenditures.
Farooq & Shafique (2016) stated that intrinsic rewards such as accomplishments
and recognition are more important than extrinsic ones (i.e. bonus, promotion). This is
both advantageous for the employers to reduce capital cost and for the employees to
Wagas & Saleem (2014) stated that employees will develop a sense of bond and
connection more with the authorities or employers given that the work environment is
comfortable and conducive. A manager who knows how to appreciate everyone’s work
efforts and rewards them accordingly through monetary or non-monetary means are
likely to yield positive outputs for they function as one. They concluded in their study
that both monetary and non-monetary rewards are much necessary for high employee
engagement. Having highly engaged employees who are willing to work for the
practices have been applied in public and private enterprises as to the rewards that the
and retaining highly skilled employees to have a competitive environment and operate
employees are absorbed in doing the job and even passionate about it whereas they can
expenditures, payability relative to same or similar positions and minimum pay level.
Qualified, competent and well-trained workforce is essential for any company to thrive
performance against business goals and overall individual role performance (HSBC,
2018).
CHAPTER III
RESEARCH METHODOLOGY
This chapter includes the discussion of the research method of the study,
respondents of the study, instruments used to gather data, sampling technique used, data
RESEARCH DESIGN
The researchers utilized a mixed method, qualitative for the first part and
quantitative for the second part. A qualitative approach was used to yield a more in-depth
understanding of the respondents’ perception of their remuneration and; its role to their
measure the level of satisfaction of the respondents with regard to their remuneration.
The researchers targeted the whole population of College of Arts and Sciences
However, due to schedule conflicts and unavailability of the respondents, only 12 was
For the qualitative part, a formal guide questions was used on the face-to-face
interview with the respondents; and a test questionnaire was used on the quantitative part.
The interview guide question was consisted of five lead questions while the test
questionnaires was consisted of 15 items. Furthermore, both the guide questions and test
The following procedure below stated the steps done by the researcher:
1. The researcher created a letter of approval that contains the aims of the study, as
2. After the letter was approved the researchers floated the test questionnaires and;
DATA ANALYSIS
Quantitative and Qualitative data approaches are applied in this research. The data
gathered on the interview were classified according to their themes.; while the data
gathered using test questionnaires were analyzed using frequency and percentage
distribution. Moreover, the researchers employed thematic coding for the qualitative part
a.) Permanent
compensation while on the other hand Respondent D and E both believed that
remuneration is to inspire while the rest of the respondents states that remuneration
motivates and compensates them. Respondent A stated that the ideal scheme in receiving
days pay. The rest preferred monthly. Respondent A stated that his/her ideal basis in
this by saying that compensation for every work should be based on the difficulty of
works. The lesser works done the lesser remuneration should be; the greater the work is,
the greater remuneration should be given. On the other hand, Respondents C stated that
the basis of remuneration should be base on the set standards. “It is the standard given by
(DBM) that should serve as basis in setting remuneration. Respondents D and E says that
it should be based on the qualification or position hold by that employee. Furthermore, all
of the respondents states that the basis of remuneration in ISU Cauayan is fair and
justifiable.
b.) Contractual
me what is due for me depending on the services I have rendered” same is true with
Respondent A , which also stated, “remuneration is the battery that makes us live”.
the employees...to satisfy employee basic needs”; and Respondent D later added that
“Remuneration makes you healthy not just physical but other aspects too” On the other
ideal remuneration system Respondent A, B and E preferred every 15 days pay while
salary because it can make budgeting easier for me.” Respondent D also share different
preference from the majority. “...ideal? Monthly”. The monthly schedule of ISU’s
makes him doubt the system. “ISU’s remuneration system is not ideal for me as a
contractual because of delayed salary...minsan kasi mga months pa ang delay sa sahod
sa aming mga contractual.” (Sometimes the delay on the issuing of salary lasted for
months.)
In this juncture, most of the faculty staffs think that ISU’s remuneration system
particularly in the schedule of issuance of salary is not fair and justifiable. As argued by
Respondent C “It is not helpful because in the middle of the month, I have a lots of
expenditures” and Respondent D further explained that “It is not fair and justifiable
Importance of Remuneration
a) Permanent
Remuneration has a lot of importance to any employees who are working whether
permanent or contractual. Three out of the five respondents answered that remuneration
contributes to their will to do an official payable over time work. As Respondent D said,
respondent B added that “it’s more on service credit”. All of the respondents agreed that
respondent B said because they are under government (CHED) there are continuous
benefits and also they all agreed that remuneration influence their commitment and
remuneration. Respondent E firmly stated that “we basically work to earn a living.
Respondent A stated that “Remuneration partially serve as motivator for him to report to
school everyday...though hindi lang naman eto yung purely na dahilan.” (...though this is
All of the respondents think that remuneration increases their stamina in reporting
to school. In relation to that, Respondent A stated that she have to report to school
everyday “because if you don’t report your salary will be affected.” However, according
to Respondent B there is a system called service credit, which an employee can use in
cases of absences.
b.) Contractual
contractual employee view this perspective such as Respondent A and E “higher salary
means better performance” Respondent B “Oo, pero sa aming linya nang trabaho
higher importance” and lastly Respondent D “important but not the most, its just for
fulfillment”. In addition to this most of the teacher agreed that remuneration increases
their stamina to report to school as stated by Respondent D “Yes, the remuneration but its
always delayed” but Respondent C indicated that “my passion to teach is not affected by
and E stated agreed that it can contribute to their will and Respondent B stated that “Yes
pero hindi lang naman yun yung rason, nag oovertime kana rin naman kahit walang
bayad kagaya nang sa pag gawa nang lesson plans and checking of papers and
Respondent C “I will do my job because I want to, not because I will have my return”
Respondent A and E answered “Yes, ofcourse” while Respondent B “yes pero yun nga,
hindi lang iyon yung rason. Mahal mo ang trabaho mo kaya ka papasok” Respondent C
commitment is not remuneration but the eagerness of the students to learn” while
Respondent D “yes in some point, it is not just about the remuneration it is your
loyalty to stay in ISU Cauayan both Respondent A and E are in favor while Respondent B
as I still have my passion to teach” and Respondent D “Yes at some point, learning also in
work why I am still here you learn from the students unique and other aspects”.
Effects of Remuneration to Work Motivation
a.) Permanent
All of the respondents answered that remuneration contributes to their work motivations
as respondent A stated that “actually I have a lot of needs, but still it motivates me even
though it’s not enough” and also they all agreed that remuneration satisfy their needs. As
respondent E stated that “remuneration alone is not enough. You have to have more
sources of income and besides, not all needs are satisfied financially”. All of them also
agreed that the value of remuneration makes them happy as respondent D stated that “so
far, yes, okay Lang, I don’t live beyond my means kasi” and also remuneration make them
more productive as respondent E said “in addition to personal development and growth,
remuneration makes you productive”. Five of the respondent said that remuneration have
a direct impact to their work motivation as respondent C added that vis a vis and as I have
All of the five respondents agreed that remuneration contribute to their positive
work performance. As respondent C said “when I can see the outcome of it and students
can say” and respondent D added “parang you are being rewarded after a month’s work”.
All of them also agreed that remuneration have negative effect to their work performance.
As respondent D said “if you think your salary is not enough ‘yun nga as a government
employee you should live beyond your means” and respondent E added that remuneration
have a negative effect to his/her work performance when they are made to work even
during weekends when it should have been spent to their family. Four out of five
respondents believed that when remuneration is bigger or higher, they perform their work
service, the higher your pay the higher your tax, the higher demand for you to work more,
to perform better”. Whereas, respondents E stated that “not all the time, it depends on
how you enjoy doing your work and it depends on the managerial culture you are in. It
ensure it’s not all about the remuneration. Other things should also be considered when it
b.) Contractual
helps me grow and mature financially” while in terms of satisfying their needs
Respondent B “No, kasi nagaaral ako sa Manila kapag weekends kaya yung pamasahe ko
physiological needs. However, id does not affect other needs such as esteem and self
actualization needs” and most of them also state that remuneration makes them happy
and Respondent B added that “yes, pero hindi lang ito ang dahilan . Nagtuturo ako kasi
mahal ko ito” and Respondent C “yes because I use it and enjoy it” and in terms of
productivity most of them agreed that remuneration can be a contribution and Respondent
C stated that “yes because I could purchase things I need to improve teaching” while in
a.) Permanent
positive work performance. As respondent C said “when I can see the outcome of it
and students can say” and respondent D added “parang you are being rewarded after
a month’s work”. All of them also agreed that remuneration have negative effect to
their work performance. As respondent D said “if you think your salary is not
enough ‘yun nga as a government employee you should live beyond your means”
and respondent E added that remuneration have a negative effect to his/her work
performance when they are made to work even during weekends when it should
have been spent to their family. Four out of five respondents believed that when
your pay the higher your tax, the higher demand for you to work more, to perform
better”. Whereas, respondents E stated that “not all the time, it depends on how you
enjoy doing your work and it depends on the managerial culture you are in. It
ensure it’s not all about the remuneration. Other things should also be considered
b.) Contractual
In comes with positive work performance, they all agreed that it can be a
sure that efforts exerted will be given due return” and most of them answered that
better with work performance” and Respondent B “yes, pero it is not all” and
walang gana” Respondent C “it does not have nagative effect to work performance
because remuneration is one of the motivators” but Respondent D emphasized that “there
When it comes to employees work performance most of the respondents said yes
and Respondent D “for me yes, but I did not think about the direct negative impact of it
because it is the process that you may learn” and most of them also believed that higher
“remuneration does not affect my work performance. What affects the latter is my
passion to do it”.
Permanent
Permanent
CHAPTER V
Summary
Conclusion
Recommendation
Bibliography
APPENDICES
Test Questionnaires
Curriculum Vitae