Newspaper Coverage Of Sports News In Nigeria: A Content Analysis Of Vanguard And Nation Newspapers
Psychologist hold the view that there is never a response without a stimulus, therefore the statement that compensation are the life wire of an organization is not an overstatement.
According to Fredrick Hersbeb (1959) in his tow factors theory of motivation classified compensation under “Hygiene factor or maintenance factor, which include adequate salary, working conditions security and fringe benefit. He further stressed that when these factors exist in the environment of work both quantity and quality the worker will experience no dissatisfaction.
From the above, it is under understanding that the amount of effort which workers put in his job is based on the expected award, for the work he is doing will be little, he will put little effort in doing the work while on the other hand if the expected reward is to be much he will put more effort.
The perception of unfairness in the compensation system by Nigeria workers has being one of the major factors that hamper the performance of general cotton Mill Limited Onitsha, Anambra State.
According to Igboeli (1990) direct compensation are used by many companies to satisfy they managers desire for increase income.
Indirect compensation is also called differed payment for compensation by Igboeli in his book.
FUNCTIONAL APPROACH TO MANAGEMENT
Ifeanacho and Egbue (1997) hold the fact, that fair compensation programme is one that is responsive of the managerial and economic objective also ensure acquisition and maintenance of a regular and adequate supply of labour.
They further stress that an ideal compensation structure is one that is design to compensation workers adequately for their contribution and at the same time enable firms make responsible profit.
General Cotton Mill Limited Onitsha, Anambra State in particular, is seen that compensation is often based on some other criteria that is full of bias such as year of service and all that. Those that have been working less seeing the fast workers gain for working harder will be induced to work, the above principles has not been the case in general Cotton Mill Onitsha, Anambra, State instead favourism, nepotism, tribalism, god fatherism and the likes has been rules.
Kate (1975) enumerated the three conditions conductive for effective individual instrumental reward they are:
- They must required performance and follow directly on his accomplishment.
- They must be many of whom will not receive them.
- They must be amount to justify additional.
Druker (1969). Talked of compensation organization by stating that good spirit requires that there must be full scope for individual excellence. Whenever excellence appears, it must be recognized, encouraged and reward and must be made productive for all other members of the organization.
The perception of unfairness in the compensation system by Nigeria workers has been one of the major factors that hamper the performance of general Cotton Mill Limited Onitsha Anambra State. Most of the workers felt that outcome of their effort is not equal to their input and hence they tend to put in less effort in order to counteract the imbalance.
Finally, hazardous unpleasant working condition, such jobs constitute serious health hazard to job holder or that require one throwing his pride to the wiad should attract higher remuneration than that job in such category that are not hazardous.
2.2 CONCEPTUAL FRAMEWORK
Compensation affected by forces as diverse as labour market factors, collective bargaining, government legislation and top management philosophy regarding pay and benefits. Compensation is recompense, reward or salary given by an organization to persons or a group of persons in return to a work done, service rendered or a contribution made toward the accomplishment of organizational goals, wage, clearness, allowance, bonus and other allowance are examples of monetary compensation while good accommodation, children’s education, transport facilities subsidized nation of essential commodities etc. Come under non-monetary compensation, in short wage or salaries paid to white collar employees can be classified as compensation.
According to Opsahl et al (1996) the effectiveness of incentive plans in general depends upon the workers knowledge between performance and earning. Lack of this knowledge is one of the causes of failure in incentive scheme. This implies that in order to increase the performance of a worker doing a particular job, he has to be assured by management that increased performance would bring to him a commendable increase in reward. A worker always expect that whenever efforts towards his job is increased, management should follow suit by increasing his compensation. This would help to stability the incentive plan of the organization.
According to Flippo (1960) compensation is defined, “As the equitable remuneration of workers for definition of Flippo, a fact is disclosed that remuneration for a worker is compensation and it should be equitable. Rewarded or compensated, his worth must be ascertained. He also stated that the following factors are identified as what influence compensation programme in an organization can go.
The prevailing wages and salary in the industry external competitiveness requires that compensation be comparable with that of other firms in industry. Thus, wages and salaries administered in the firms are expected to be in line with that of other firms in similar nature to avoid the ugly experiences of incessant labour turnover and to motivate employees to superior performance.
Again, firms financial situation, firms financial position also determines the pays to be attached to various jobs. And organization that has sound financial muscle, for example can also afford to pay even above going or competitive rate to attract and retain experience seasoned personnel.
Thirdly, cost of living in hyper-inflationary situation as is being experience in Nigeria and most countries presently, workers naturally will agitate for enhance salary packages to cushion the effect of an inflation.
According to Herzbery (1984) he believes that satisfaction are related to success. He also contends that salary increase can de-motivate if the increase is tried to the success or increase and improved performance.
This is not the case with the organization under sturdy, salaries are increased as a routine exercise as long as he worker complete a specified number of years in the organization. This implies that the compensation system is not based on rate rather it is based on the number of years served.
This by no means increased the performance of the workers in the organization, and this is because as the workers believes he is to be promoted after some years, he see no reason for working harder.
The data obtained form the exercise help management in taking rational decision in such thing as promotion, emotion, transfer, dismissal, termination retirement, training etc of concerned employees.
Job evaluation, the second scheme of equitable compensation is systematic procedure for ascertaining the requirement of various job factors such as skills, efforts responsibility for the purpose of ranking them in their relative worth so as to ensure that job holders are equitably compensated.
British institute of management (1990) said job evaluation is the process of analyzing and assessing the contents of jobs in order to place them in an acceptable rank order which can then be used as basic for a remunerate system.
“Job evaluation therefore is simply a technique design to assist in the development of new pay. Structures by definition relative between job not consistent and systematic based Livy (1997)establishment of equitable rate of job is quite crucial for the survival and growth of any firm because it helps to acquire and retain the services of experience staff. This has been the contention of Shubin 1960 in stating that evaluation is crucial for were are made to understand here, that people should not be paid for what they did work in order for fairness to excel, workers to receive salaries and wages only offer the work they have to be paid for, to endavour them perform more in order to be paid more.
According to Lawler (1975) in his employees motivation, there Is an industrial objectives probability that directs a given amount o effort towards performing effectively, which result in his obtaining a given reward or positively valued or outcome. This effort reward probability that effort will result in reward. It is an evident form the above that forgiving reward to an employee, reward values the efforts and motivation thus increases.
Efjifor (1984) no matter how good or efficient people who make up the organization are motivated to work. The impetus may be totally internal to the employees, but often it requires the establishment of logical wages and salary differentials has been established, compensation patterns are often irregular and chaotic since they will have to involve traditional attitude arbitrary decisions, expediency and favourism. In such a situation therefore jobs that requires consideration effort, skills, and employees performing, save jobs may receive widely varying compensation.
Morale is consequently low and performance poor since employees perceives there is inequalities and management cannot explain the inconsistencies on a logical basis.
Reward granted to candidate who exhibit interest and activity in development should be appropriate with benefits granted to those who do not put in their effort or best in employers to expert an internal stimulus. No worker will be expected to work unless he is assured that he is to receive an equivalent for the effort he put into his job. If the workers does not expect any reward from his job. He is asked to do, he cannot be expected to do anything for the continued existence of the business organization. Workers have to be motivated to perform towards achieving the organizational goal, but if they are not assured of something in return for the work they do, they can never perform well.
2.3 SUMMARY OF LITERATURE REVIEW
Employees are assets of an organization. This research study deals with identifying the impact of compensation system on employees.
Organizational productivity depends on the employee’s performance. If employees problem are addressed properly organizational productivity will surely increase. The study depicts the relationship of variables as job performance of employees with performance appraisal, job security, reward system, job satisfaction, organizational productivity and employee’s turnover. Due to this variables. It is easy to identify the common problems of employees n organization. Proper management of employees by giving them incentives, and reward system and also showing concern with their work life balance proves to be productive for an organization.
Furthermore, providing creative environment in the organization can enhance their skills. In this regard HR (Human Resources) department plays a very vital role in many organizations solving the issues of employees and organizational growth.
Finally, organizational productivity mainly depends on the commitment of employees. It will be made strong when there will be less turnover rate and soft approach is applied with employees. Compensation itself stimulates employees to work much harder to increase productivity.
