CoChat
Sign Up
Cited by 30Employee Performance and ManagementEmployee Performance and MotivationHuman Resource and Talent Management

The DOI matches its Crossref record; 38 of the 40 references it cites were found in a registry or an index, and 2 are not checked yet.

Assessing the effect of employee welfare and compensation on organizational performance: a case of Sahel Sahara Bank Ghana limited

Open access
Ampong, Isaac·2024·Cogent Business & Management
DOI 10.1080/23311975.2024.2315690
Open this paper in CoChat — free account

Abstract

The employee rewards policy of any organization shapes behavior and work patterns, playing a significant role in organizational development. This is because such policies dictate the level of motivation necessary to achieve both individual and corporate objectives. The primary asset of any organization is its human resources. In assessing an organization’s overall performance, placing emphasis on retaining a skilled and productive workforce is crucial. Highly motivated employees contribute value to the organization by effectively accomplishing their goals and objectives. This article aims to determine the presence of a relationship between these variables and assess the extent to which compensation and employee welfare influence the organization’s performance. The research adopted a descriptive research approach, utilizing both qualitative and quantitative data to provide a comprehensive depiction of the specific details pertaining to the selected organizations. For this research, the entire population of 30 respondents from the organization was sampled using a stratified random sampling technique to ensure that the desired conclusions could be drawn. This research employs a correlational design as its research design. Data collection involved gathering information from both primary and secondary sources, with the administration of questionnaires for the acquisition of primary data. The findings derived from the research indicated that an effective compensation and employee welfare system is the backbone of all policies concerning the acquisition and utilization of human resources which in the long run influences the performance of the organisation. The study recommended the need for management to employ positive techniques to encourage high performance from staff and management to ensure equity in the distribution in employee welfare and compensation packages.

Overview

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Integrity signals

Registry

Crossref · 10.1080/23311975.2024.2315690

Cites

38 of 40 references verified0 citation errors · 0 not checkable

Statistics

Verification

Claims the paper makes

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

The self-check needs the paper’s full text.

Citations

Cites

Research works printed but not linked: 7

  1. Akala H. S. (2012). Factors influencing employee retention among the non-teaching staff at the University of Nairobi Kenya (Doctoral dissertation University of Nairobi Kenya).
  2. Ireri C. M. (2015). Influence of motivation on employee performance in non-governmental institutions: a case of Kenya Tenri society in Embu county (Doctoral dissertation University of Nairobi).
  3. Keitany B. J. (2014). Perceived relationship between employee welfare programs and employee performance at Kenya Pipeline Company (Doctoral dissertation University of Nairobi).
  4. Moore, M. J., & Viscusi, W. K. (2014). Compensation mechanisms for job risks: wages, workers’ compensation, and product liability (vol. 1060). Princeton University Press.
  5. Muo, I. (2013). Motivating & manageing knowledge workers: Evidence from diverse industries & cultures. J. Mgmt. & Sustainability, 3, 119.
  6. Pamela, A. C. J., Umoh, G. I., & Worlu, G. (2017). Human resource planning and organizational performance in oil and gas firms in Port Harcourt. Human Resource Planning, 3(9), 110–128.
  7. Skinner, B. F. (2014). Contingencies of reinforcement: A theoretical analysis (Vol. 3). BF Skinner Foundation.

Cited by

Sorted by citations

See all 30

Related

See all

Metadata

Authors
Ampong, I.
Affiliations
Christian Service University College (GH)
Corresponding author
Ampong, Isaac
Venue
Cogent Business & Management
Publisher
Informa UK Limited
Published
2024-02-14
Volume
11
Issue
1
ISSN
2331-1975 (ISSN-L)
DOI
10.1080/23311975.2024.2315690
OpenAlex
W4391823613
Cited by
15
References
39
Citations by year
2026: 4 · 2025: 9 · 2024: 2
FWCI
31.43
Type
journal article
Language
en
Open access
Licence
Locations
  • Cogent Business & Management (publishedVersion, cc-by)
  • Econstor (Econstor) (submittedVersion, cc-by)
  • RePEc: Research Papers in Economics (submittedVersion)
  • DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion, cc-by-sa)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Management
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Motivation
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
Keywords
employee welfare, employee compensation, organizational performance, employee motivation, human resource management, employee retention, pay equity

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review