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Analysis on the impact of reward system on employee performance in the airline industry: A case study of British Airway

Harvard, 14000 Words

Abstract

 

The purpose of the study is to analyse the success of British Airways business through their potential usage of reward management to increase employees’ motivation and performance. The organisational productivity also increases through employees’ performance where reward management has potential viewpoint. The researcher uses interpretivism research philosophy, mixed research method through using both quantitative and qualitative analysis. The researcher uses questionnaire survey technique on employees of British Airways and interview survey on managers of British Airways to represent primary data findings. The researcher maintains research ethics properly and time limitation was considerable limitation of the study. The finding indicates group bonus and official pay incentive has strong positive view from 80 percent respondents’ support that have potential practice of reward management incentives. The increase of employees’ performance and productivity from the impact of reward management has 94 percent respondents support and indicates the strength of reward management of British Airways to gain corporate objectives. The recommendation for British Airways is to develop the ways of employment assessment that empower employees at work and increase success level of reward management practice.

 

Table of Contents

 

Acknowledgement

Declaration

Abstract

Chapter 1: Introduction

1.1 Background of the study

1.2 About the organisation (British Airways)

1.3 Rationale of the study

1.4 Problems of the study

1.5 Research Aim

1.6 Research objectives

1.7 Research Questions

Chapter: 2 Literature Review

2.1 Introduction

2.2 Perfect rewarding policy and its impact on employee performance of the organisation

2.3 Incentive structure of the organisation

2.4 Supervising the rewarding policy

2.5 Observing and assessing rewarding concepts

2.6 Determination of a classy working performance

2.7 Reward upon execution

2.8 Gratification of the workforce

2.9 Conceptual Framework

Figure 2.1: Outline of the conceptual framework from very own thought

Chapter 3: Research Methodology

3.1 Introduction

3.2Paradigm and Philosophy of the Research

3.2.1 Justification of the Research philosophy

3.3Research methods

3.3.1 Justification of the Research methods

3.4 Research stratagem

3.4.1 Justification of the Research stratagems

3.5 Data collection process

3.5.1 Primary Data Collection Process

3.5.2 Secondary Data Collection Process

3.5.3 Justification of Data Collection Process

3.6 Sampling method

3.6.1 Justification of sampling method

3.7 Issues related to ease of access

3.8 Data analysis plan

3.9 Ethical concerns

3.10 Limitation of the research

3.11 Conclusion

Chapter 4: Findings and Analysis

4.1 Introduction

4.2 Questionnaire Findings

4.2.1 Respondents Age and Sex based Analysis

Table 4.1: Age of Respondents

Figure 4.1: Age of Respondents

4.2.2 Incentives based Reward System of British Airways

Table 4.2: British Airways compensate individuals reasonably, impartially and reliably

Figure 4.2: British Airways compensate individuals reasonably, impartially and reliably

Table 4.3: Official pay and group bonus attract employees to perform well

Figure 4.3: Official pay and group bonus attract employees to perform well

Table 4.4: British Airways has a decent compensation administration policy

Figure 4.4: British Airways has a decent compensation administration policy

Table 4.5: British Airways aggregates prize giving policy

Figure 4.5: British Airways aggregates prize giving policy

4.2.3 Supervising the Reward Policy

Table 4.6: Supervising rewards indicates enticing multitalented persons

Figure 4.6: Supervising rewards indicates enticing multitalented persons

Table 4.7: Execute progressively centred honours beginning with the highest order

Figure 4.7: Execute progressively centred honours beginning with the highest order

Table 4.8: Manage present concern to accomplishment of singular rewards instead of instalment increments

Figure 4.8: Manage present concern to accomplishment of singular rewards instead of instalment increments

Table 4.9: Adapt ways of employment assessment that empower employees at work

Figure 4.9: Adapt ways of employment assessment that empower employees at work

4.2.4 Accessing Reward System of British Airways

Table 4.10: Accessing prize hypotheses with superior managerial framework

Figure 4.10: Accessing prize hypotheses with superior managerial framework

Table 4.11: Develop employees performance dimensions and multifaceted nature

Figure 4.11: Develop employees performance dimensions and multifaceted nature

Table 4.12: Elastic reward management in the case of inward and outer forces

Figure 4.12: Elastic reward management in the case of inward and outer forces

Table 4.13: Remunerating exceptional execution of workforce and noteworthy commitments

Figure 4.13: Remunerating exceptional execution of workforce and noteworthy commitments

Table 4.14: Access employees salary in connection to engagement extent, commitment, aptitude and capability

Figure 4.14: Access employees salary in connection to engagement extent, commitment, aptitude and capability

Table 4.15: Clear compensation occasions, trails for improvement and professional stepladders

Figure 4.15: Clear compensation occasions, trails for improvement and professional stepladders

4.2.5 Impacts of Rewarding System on Employee Performance

Table 4.16: Increase employees performance and productivity

Figure 4.16: Increase employees performance and productivity

Table 4.17: Update ceaseless eminence expansion endeavours

Figure 4.17: Update ceaseless eminence expansion endeavours

Table 4.18: High employee performance helps to gain corporate objectives of British Airways

Figure 4.18: High employee performance helps to gain corporate objectives of British Airways

Table 4.19: Motivate employees at work to get reward that increases employees performance and organisational productivity

Figure 4.19: Motivate employees at work to get reward that increases employees performance and organisational productivity

4.3 Interview Analysis

4.4 Conclusion

Chapter 5: Conclusion and Recommendation

5.1 Concluding Remark

5.2       Summary of Objectives Based Findings

5.3 Recommendations

5.4 Scope for Further Research

Reference

Appendix A

British Airways has a decent compensation administration policy

Appendix – B

 

 

 

 

 

 

 

 

 

List of Figures

Figure 2.1: Outline of the conceptual framework from very own thought 15

 

Figure 4.1: Age of Respondents. 26

Figure 4.2: British Airways compensate individuals reasonably, impartially and reliably. 27

Figure 4.3: Official pay and group bonus attract employees to perform well 28

Figure 4.4: British Airways has a decent compensation administration policy. 29

Figure 4.5: British Airways aggregates prize giving policy. 29

 

Figure 4.6: Supervising rewards indicates enticing multitalented persons. 30

Figure 4.7: Execute progressively centred honours beginning with the highest order 31

Figure 4.8: Manage present concern to accomplishment of singular rewards instead of instalment increments. 32

Figure 4.9: Adapt ways of employment assessment that empower employees at work. 33

 

Figure 4.10: Accessing prize hypotheses with superior managerial framework. 34

Figure 4.11: Develop employees performance dimensions and multifaceted nature. 35

Figure 4.12: Elastic reward management in the case of inward and outer forces. 36

Figure 4.13: Remunerating exceptional execution of workforce and noteworthy commitments. 37

Figure 4.14: Access employees salary in connection to engagement extent, commitment, aptitude and capability. 38

Figure 4.15: Clear compensation occasions, trails for improvement and professional stepladders. 39

 

Figure 4.16: Increase employees performance and productivity. 40

Figure 4.17: Update ceaseless eminence expansion endeavours. 41

Figure 4.18: High employee performance helps to gain corporate objectives of British Airways. 42

Figure 4.19: Motivate employees at work to get reward that increases employees performance and organisational productivity. 43

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

List of Tables

Table 4.1: Age of Respondents. 25

Table 4.2: British Airways compensate individuals reasonably, impartially and reliably. 26

Table 4.3: Official pay and group bonus attract employees to perform well 27

Table 4.4: British Airways has a decent compensation administration policy. 28

Table 4.5: British Airways aggregates prize giving policy. 29

 

Table 4.6: Supervising rewards indicates enticing multitalented persons. 30

Table 4.7: Execute progressively centred honours beginning with the highest order 31

Table 4.8: Manage present concern to accomplishment of singular rewards instead of instalment increments. 32

Table 4.9: Adapt ways of employment assessment that empower employees at work. 33

 

Table 4.10: Accessing prize hypotheses with superior managerial framework. 34

Table 4.11: Develop employees performance dimensions and multifaceted nature. 35

Table 4.12: Elastic reward management in the case of inward and outer forces. 36

Table 4.13: Remunerating exceptional execution of workforce and noteworthy commitments. 37

Table 4.14: Access employees salary in connection to engagement extent, commitment, aptitude and capability. 38

Table 4.15: Clear compensation occasions, trails for improvement and professional stepladders. 39

 

Table 4.16: Increase employees performance and productivity. 40

Table 4.17: Update ceaseless eminence expansion endeavours. 41

Table 4.18: High employee performance helps to gain corporate objectives of British Airways. 42

Table 4.19: Motivate employees at work to get reward that increases employees performance and organisational productivity. 43

 

 

 

 


Chapter 1: Introduction

1.1 Background of the study

While we talk about the airline industries, the first and foremost name to be appeared on our mind is undeniably British Airways. From the very beginning of its journey, this organisation won the heart of the passenger through an excellent quality of service. In this research, we intend to analyze the motivating factors British Airways uses to inspire its workforce to serve their passengers as far as possible and how does this reward policy affect the operational staff in their job sector. In fact, the point is British Airways at this moment desires to improve representatives’ fulfilment by virtue of the award as well as superior packages to the clients. The highest appealing factor to influence an employee’s act radically is an ultimate incentive policy related to administration and by following those procedural formats actually client’s gratification can also be achieved (Dai, Duserick and Rummel, 2009; Rowland and Hall, 2014). Unquestionably that implies how to get the most of the punter benefits by executing enactment of the specified personnel (Poll and Boekhorst, 2007; MacKenzie, 2010). With the intention of getting viable and persistent execution of the workforces British Airways comprehends that their labour force must be contented and this is the reason organisation provides numerous impetus prizes and additional payment to its workforce.