The Influence of Financial and Non-Financial Rewards; and Employee Empowerment on Task Motivation and Firm Performance of Bangladeshi Front Line Employees: A Critical Approach

Abstract

Motivated employees play a significant task in organizational achievement, and precedent research points to an optimistic association between acuity of empowerment and motivation. A well known model put forth by Spreitzer (2006) proposes that two major workings of control systems will certainly affect employee feelings of empowerment- performance feedback and performance based reward systems. This investigational study contributes to the behavioural accounting literature studied on the performance of Bangladeshi front line managers by providing how specific types of performance feedback and performance based rewards have an effect on three psychological dimensions of empowerment. Also, a comparatively simple context has been used to examine whether calculations validated on surveys of managers also hold for lower level workers. The results propose that feedback and rewards affect the scope of empowerment in a different way for lower level managers in different industrial sectors of Bangladesh than they do for top level managers. In addition, in general, motivation was not considerably associated with two of the three empowerment scopes. Implications of this study are that methods that work to boost manager perceptions of empowerment may not work at lower organizational levels in Bangladesh, and even if victorious, the related add to in employee motivation may not be momentous.

Keywords: Motivation, empowerment, reward systems, performance feedback, performance based rewards, financial incentives, non financial incentives.