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An analysis of the utilization and effectiveness of non‐financial incentives in small business

An analysis of the utilization and effectiveness of non‐financial incentives in small business This research was conducted in order to determine what variables would give small businesses (defined as any firm with less than 100 employees) an advantage versus larger businesses in attracting and maintaining employees while optimizing their performance. Job enrichment, employee recognition, pay equity and managerial skill do affect employee job satisfaction in small business. However, there was sufficient evidence to indicate that income was, at the very least, a moderating factor with regard to the success of non‐monetary incentives. Therefore, the variables studied are most effective when supplemented with an income that allows employees to meet physiological and security needs for themselves and their families. What this article demonstrates is that by increasing job satisfaction via job enrichment, employee recognition, internal pay equity and the use of skilled managers, smaller firms can increase productivity and attractiveness to existing and potential employees. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

An analysis of the utilization and effectiveness of non‐financial incentives in small business

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621710010378200
Publisher site
See Article on Publisher Site

Abstract

This research was conducted in order to determine what variables would give small businesses (defined as any firm with less than 100 employees) an advantage versus larger businesses in attracting and maintaining employees while optimizing their performance. Job enrichment, employee recognition, pay equity and managerial skill do affect employee job satisfaction in small business. However, there was sufficient evidence to indicate that income was, at the very least, a moderating factor with regard to the success of non‐monetary incentives. Therefore, the variables studied are most effective when supplemented with an income that allows employees to meet physiological and security needs for themselves and their families. What this article demonstrates is that by increasing job satisfaction via job enrichment, employee recognition, internal pay equity and the use of skilled managers, smaller firms can increase productivity and attractiveness to existing and potential employees.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Nov 1, 2000

Keywords: Small firms; Job satisfaction; Employee attitudes; Management

References