Business School, Liaoning University, Shenyang, China.
Department of Management Sciences, Commission on Science and Technology for Sustainable Development in the South (COMSATS) University Islamabad, Sahiwal, Pakistan.
Front Public Health. 2022 Aug 12;10:984848. doi: 10.3389/fpubh.2022.984848. eCollection 2022.
This research study focuses on the employee's job performance of private small firms during the post COVID-19 situation. After the COVID these small family firms try to regain their business, but their efforts are not that much successful. This situation creates a financial crisis in these firms, and they are unable to provide sufficient monetary rewards to their employees. This situation creates unrest among the employees of these small firms. To manage this issue, social rewards and psychological rewards played their role. The study uses a causal research design with a correlational study design in a non-contrived environment. Minimal researcher interference has been assured. AMOS 24 has dealt with the mediation in study design with bootstrap methodology. The study was conducted on 250 employees of different private small family firms across Punjab province using a proportionate stratified sampling technique. A study's finding suggests that top management enhances employee performance in their organizations by introducing the organization's psychological rewards. In contrast, introducing social rewards does not significantly impact employee performance while considering satisfaction and motivation as a mediating variable.
这项研究关注的是后 COVID-19 时期私营小企业员工的工作绩效。疫情过后，这些小型家族企业试图恢复业务，但效果并不理想。这种情况在这些企业中造成了财务危机，他们无法向员工提供足够的货币奖励。这种情况在这些小企业的员工中引起了不安。为了应对这个问题，社会奖励和心理奖励发挥了作用。本研究采用因果研究设计，并在非人为环境中进行相关研究设计。研究人员的干预已尽量减少。AMOS 24 已使用自举法处理研究设计中的中介。该研究使用比例分层抽样技术，在旁遮普省的 250 名不同私营小型家族企业的员工中进行。研究结果表明，高层管理人员通过引入组织的心理奖励来提高组织内员工的绩效。相比之下，在考虑满意度和动机作为中介变量时，引入社会奖励并不会显著影响员工绩效。
