Total reward system, job satisfaction and employee productivity on company financial performance: Evidence from Indonesian generation z workers
Journal of Asia Business Studies
School of Business and Law
The study of monetary and non-monetary rewards from the human resource management (HRM) perspective has rarely been analyzed so far. There has been extensive study on HRM, yet only a few studies explicitly discuss the correlation between the adoption of a total reward system (TRS) and employee-related outcomes. This paper aims to analyze this important issue to provide inputs for organizations to design compensation strategies that will impact on company’s financial performance with employee productivity and job satisfaction as mediating variables specifically for Generation Z.
A survey was conducted on 40 companies operating in the service sector in Indonesia. The authors captured the overall TRS result on three outcome variables (i.e. job satisfaction, employee productivity and financial performance). Furthermore, the authors examine the impact of TRS (base pay, training and development and positive work environment) on Generation Z workers. Structural equation modeling analysis was conducted on 40 Indonesian, service industry, listed firms with an average of 6 representatives per firm.
The results validate that the adoption of a TRS exerts a positive influence on the aforementioned outcomes. However, the interesting fact about the finding is that Generation Z cannot be easily satisfied with only monetary incentives; their preference has shifted from monetary concerns to self-capability.
The empirical result suggests that TRS serves as a tool in encouraging employees and boosting productivity. Accordingly, firms should incorporate TRS practices to enhance job satisfaction and productivity, as well as sustain the relationship with stakeholders. Subsequently, management should also be concerned with maintaining good employee productivity to improve a company’s financial performance by supervising and monitoring company operations, as well as ensuring the fulfillment of the stakeholder’s interests.
This paper provides original insights into the complex relationship between TRS and the aforementioned outcomes, such as job satisfaction, employee productivity and financial performance.