IUP Journal of Bank Management | Journals

The IUP Journal of Bank Management

Enhancing Job Satisfaction Through Motivation and Rewards in Afghanistan's Public Sector Banks

Article Details

Pub. Date	: Aug, 2023
Product Name	: The IUP Journal of Bank Management
Product Type	: Article
Product Code	: IJBM030823
Author Name	: Abozar Andaraby and Abbokar Siddiq
Availability	: YES
Subject/Domain	: Finance
Download Format	: PDF Format
No. of Pages	: 18

Price

Download

Abstract

The study examines the impact of motivation and rewards on job satisfaction in Afghanistan's public sector banks. The study employs quantitative research methodology, using a sample of Afghanistan's public sector bank employees and assistant managers. The data is collected using a self-administered questionnaire and analyzed using descriptive and inferential statistics such as correlation analysis. The results reveal that there is a strong correlation between basic pay, performance-based incentives, personal growth, learning at the workplace and employee job satisfaction. This finding underscores the substantial influence of the above factors on job satisfaction, and supports the hypothesis that there is a positive relationship between both extrinsic and intrinsic rewards and employees' job performance. Further, the study highlights the interconnected nature of these reward types in shaping employee job satisfaction and performance.

Introduction

Job satisfaction plays a pivotal role in shaping the overall quality of an individual's working life and influencing organizational effectiveness. It denotes an environment characterized by stimulation, impacting both managerial and emotional perspectives and fostering a sense of gratitude among employees for their work. According to Dessler (2007), human resource management (HRM) encompasses policies and practices related to human resource planning, job analysis, recruitment, selection, orientation, compensation, performance appraisal, training and development, and labor relations. Rust et al. (1996) argued that the inclination to remain engaged in a business is significantly influenced by the level of employee satisfaction. They asserted that the overall worker satisfaction is contingent upon managerial processes intricately linked to employee wellbeing.