Retaining and motivating employees

By R. Chiu, V. Luk, Thomas Li-Ping Tang. 2002

239 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/e9d7a6313a19d05dfa447b92f2b92d21549d0603

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Executive perks: Compensation and corporate performance in China (2011, background): “Non-cash compensation in China, including perquisites such as entertainment, dining, cars, travel, drinks and karaoke bars, free personal mobile phones, and so forth, has not been well studied.”
Organizational rewards and employee commitment: a Chinese study (2012, background): “…relationship between pay satisfaction and organizational commitment in the Chinese context, previous research suggests that Chinese employees rank pay highly in comparison to other organizational rewards and are, thus, likely to be sensitive to pay inequity (Chiu et al, 2002; Yu et al, 2003).”
Impact of Rewards and Motivation on Job Satisfaction in Banking Sector of Saudi Arabia (2012, background): “Chiu et al. (2002) highlighted that organization implements merit pay system to reward employees for meeting specific goals, which can affect employee motivation levels.”
A STUDY OF EMPLOYEES' JOB SATISFACTION AND ITS IMPACT ON THEIR PERFORMANCE (2013, background): “It is also a motivator for an employee in commitment with the organization which in result enhances attraction and retention (Zobal, 1998; Moncarz et al., 2009; Chiu et al., 2002).”
Organizational commitment in Chinese small- and medium-sized enterprises: the role of extrinsic, intrinsic and social rewards (2012, methodology): “Although previous empirical studies indicate that Chinese employees are motivated to a greater extent by extrinsic rewards such as compensation and fringe benefit packages, the provision of such rewards can be extremely costly to SMEs, given their limited financial resources (Chiu, Luk and Tang 200”