IMPACT OF REWARD AND RECOGNITION, SUPERVISOR SUPPORT ON EMPLOYEE ENGAGEMENT

Employee engagement play a key role for the success of any organization because they provides the highest employee satisfaction , lower employee turnover rate , greater employee loyalty, better customer service, higher sales and higher profitability. The aim of this study is to examine the impact of reward and recognition and perceived supervisor support on employee engagement. The method used in research is quantities descriptive. We used questionnaire to collect data. The population in this study consisted of employees of Muslim Commercial Bank & National Bank of Pakistan. Data were collected in Multan from 108 employees but unfortunately 08 questionnaire data rejected because the data was not proper fill. The data were analyzed using through statically package for social science (SPSS Version 21).The results show that reward & recognition and supervisor support can engage employees for better performance. Hence; employee’s engagement can improve through the reward and recognition and supervisor support.


INTRODUCTION Objectives
According to the research problems, the core objectives of this study are:  To understand the impact of reward and recognition on employee engagement in the Pakistani-banking sector.  To know the influence of supervisor behavior on employee engagement at banking sector.  To suggest ways to improve employee engagement.

Questions
 To check the banking sector employees are happy with the current reward and reorganization system?  Identify the supervisor support in banking sector?  To know about employees are satisfy with current job?

Research Problem
By choosing this certain topic for study due to limited practical research on this topic in the Pakistani banking sector. Currently business environment, employee engagement plays a key role in the success of an organization's long-term performance. This study is selected for empirical test because increase the value of this topic in recent years.

LITERATURE REVIEW Reward and Recognition
Organization gets success with the help of its employees. Researches conform that employee engagement is related to reward and recognition. Rewards are helpful tools for improving employees' performance. These are linked with employee engagement. According to your (Rehman, khan, & Lashari, 2010) Reward means what employees want to get from organization or what they get in form of cash on working conditions. (Bratton & Gold, 2003) define rewards as rewards can be in different forms, these can be financial, non-financial and psychological benefits awarded by organization. So rewards are benefits which organization provides to their employees on their good performance.
According to (Luthans & Peterson, 2002) rewards are categorised in 2 forms i.e., extrinsic and intrinsic. (Porter & Lawler, 1968) stated definition of extrinsic rewards that extrinsic rewards are basically tangible benefits that are given to employees after completing tasks. Organization is directly linked with extrinsic rewards. Examples of extrinsic rewards are pay promotion, holidays abroad, club membership, preferred lunch hours, impressive titles and bonuses (Weatherly, 2002).
According to (Malhotra, Budhwar, & Prowse, 2007) as cited in (Nujjoo & Meyer, 2012)that extrinsic rewards can be in forms of social rewards which create a good relationship between superior and colleagues.
(Byars & Rue, 2011) says that Intrinsic reward are those reward which are related employee personal interest and tasks which they perform for reward purpose however these are not part of the job obligation because they are related with individual to individual. . According to (Allen, Takeda, White, & Hemis, 2004), Examples of intrinsic rewards are trust, feeling of self-esteem, involvement, fairness, recognition, job satisfaction, creativity, empowerment, social status, personal development & efficient feedback. These all are related to employee's personal satisfaction. Employees can get these rewards by performing well.
Employees think that recognition and motivation will help them to enhance their productivity. (Jeffries, 1997) said that recognize your employees and you will find best of your employees by encouraging them.
A survey report by Performance Engagement Group tells that employees like recognition on daily basis rather than incentives and bonus. Sometimes recognition works more than rewards.
(Jeffries, 1997) supports Nelson statement that it is not compulsory to give expensive recognition but it is important that recognition must be consistent and it must committed employees for a long time period.
There is a fact about specific value for rewards and recognition, the successful organizations always know the best usage of rewards and recognition by which they get valuable work from employees (wiscombe, 2002) intention of recognition strategy is to employee performance increase through the increase the level of employee satisfaction .These method helped to achieved the organization goal and objective in efficient and effective manner.
According to (Andrew & Kent, 2007), employees stay committed with the help of rewards and recognition. Rewards and recognition are the most important factors for performance of employees. The purpose of reward and recognition is to create environment through which employees can achieve job satisfaction.
Flynn argued that employees can boost up morale and level of spirited through reward and recognition. (Deeprose , 1994) said that reward and recognition are important for employees engagement. Studies show that there is an effect of rewards and recognition on employee engagement (Hulkko-Nyman, Sarti, Hakonen, & Sweins, 2014) By providing rewards and recognition you can increase employee's performance, motivation and productivity. Researchers have been shown that reward and recognition are linked directly with employee engagement. (Freedman, 1978) explains that if rewards and recognition used effectively in organization then a good productive environment will develop which makes employees energetic to complete tasks and achieve goals.

Supervisor Support
According to  Organizational theory pointed out that supervisor support can develop changes in employee's behaviour for performing task. (Bakker, Hakanen, Demerouti, & Xanthopoulou, 2007) defined supervisor support as a term in which employees note their values through supervisors and they want backups for completing tasks. According to (Akker, Schaufeli, Leiter, & Taris, 2008) & Employees want to take supervisors feedback as a support by which they feel comfortable during accomplishment of task. (Britt, 2003)suggests in the book of Personnel Psychology that encouraging the employee always means supervisor support with (witte & Lens, 2008), explain that if evaluation is made by supervisors with shifted to the executive. Then strengths of employees will be developed and employees will work efficiently and effectively.
According to (May , Gilson, & Harter, 2004) support and empathy of supervisor is important for organizational employees. Maslach (2001), they said that for the purpose of maintain satisfaction & encouragement supervisor support is always key attention role for employees. May et al. (2004) point out that supervisor support is very much important for psychological safety. So, absence of supervisor support can create situation of burnout for the employees (Maslach, Schaufelo, & leiter, 2001). Employees engagement and disengagement is linked with supervisor's support (Bates, 2004)&(Frank , Finneggan, & Taylor, 2004.

Employee Engagement
Employee engagement is the stage which employee conceive, act in ways that look that high level of correspond of participation by their organization in which (Swarnalatha & Sureshkrishna, 2013) Higher employee job performance and higher customer fulfillment engagement leads by research supported. With low engagement are being match can be expected by an employee with high engagement. Employee measurement is progressively seen by their workplaces and their firms in the most efficient workplace as way. Human capital to accomplish upper limit attempt from their employee to this because of their firms react to make success highly competitive worldwide marketplace. In human capital engagement is an organization step of its investing human factors at work in other words. More probable to be engage the employee.

HYPOTHESIS RESEARCH
The hypnotically model of the study is defined as the theoretical framework diagram items include reward and recognition, supervisor support which provides financial and behavioral support for employees and the dependent variable is employee engagement. Thus, the subsequent hypothesis is presented to be tested: H 1 : Supervisor support correlates with Employee engagement. H 2 : Reward and recognition have an impact on employee engagement.

METHOD Research Design
A Correlation research design was selected because it provide the originally information without any manipulation variables. This research is basically design to conduct in different banking sector (National bank of Pakistan & Muslim commercial bank) of employees in Multan.

Population
The selected population for this research is all the employees of National bank of Pakistan & Muslim commercial bank of Multan.

Sample and Data Collection
We take the sample for study the employees of Muslim commercial bank (MCB) and national bank of Pakistan (NBP). We collected the date through questioner,108 employees selected of both banks(MCB & NBP) but 8 respondent not provide full information.

Measures
Questionnaire is basically a way helping in investigation of collection data and also for data collection. To measure the impact of reward and recognition, supervisor support on employee engagement used where case law by (Sheeba, 2015). In this study used the Likert scale strongly disagree =1 and strongly agree =5 and five point were given very unlikely =1 and extremely likely =5.  After review the descriptive analysis of variables such as age, gender, monthly income and material status. We found that's number of male respondent 78% and other remaining 22% female respondent. Respondents whose age less than 30 years old 42%, other 31 to 40 year old respondent is 28% and 30% respondent were 41 to 60 year old. Mostly of the respondent was married 64% and single 32%. Generally, If the value correlation value more than 1 or 1 this show strongly positive relation and the value correlation value less than 1 to 0 this show positive relation.The table show that independent variable reward has positive relationship with dependent variable employee engagement but another independent variable also have strongly positive relationship with dependent variable. In Table 3 we check the independent value of reward impact on employee engagement. Table  3.1 show that, R squared value of reward has 100% impact on employee engagement that's mean significant value. In table 3.2, The significant value of ANOVA is less than 0.05 which are significant so hypothesis is accepted. Table 3.3 show that P-value (significant value ) is .001 that represent the positive coefficient correlation between the reward and employee engagement.

RESEARCH LIMITATIONS/FUTURE RESEARCHES
This research is based on banking sectors. Mixed method approach is not used. Qualitative aspects ignored. This research is quantitative. The study has been incorporated only in the job sector; rresults may be different if the data is collected from jobless people. The study is limited to banking sector. In future research, investigators broadens the scope of the study to different sectors.The focus of the present study can be increased if other parts of the population are also combined in it like working individuals of manufacturing, telecommunication, industrial and other sectors. In Table 4 we check the independent value of supervisor support impact on employee engagement. Table 4.1 show that, R squared value of supper visor support has impact on employee engagement. In table 4.2, The significant value of ANOVA is less than 0.05 which are significant so hypothesis is accepted. Table 4.3 show that P-value (significant value) is .000 that represents the positive coefficient correlation between the supervisor support and employee engagement.

CONCLUSION
After the testing the empirical study in MCB bank and National bank of Pakistan, we found that reward and recognition has positive impact on employee engagement. While the other independent variable supervisor support has also significant impact on employee engagement.