Employees Perceptions on Reward Practice at Toyota 3S Centre: A Case Study in Malaysia

Abstract: Reward practice is the term which referring to the rewarding approaches which includes several rewarding programs as applied in many organizations today in both public and private sectors. Employees today are more concerning on the rewarding approaches in which they seek for the ground elements that should be demonstrated in accordance to ensure that one’s organizational reward practice will be effective as possible. Thus, the study is to investigate the relationship between employees’ perception on transparency, fairness, controllability and the reward values of reward practice and employees’ performances at TOYOTA 3S Centre SP Selatan Otomobil Sdn Bhd, Kedah in 2009. By using the convenience sampling technique, the employees were given questionnaires regarding the reward practice in the organization to be answered. Due to the small populations in the company are 82 persons comprises of the employer and the employees. As a result of findings, the study shows that all factors were not significant to contribute employees’ performances. Moreover, even the transparency factor which gives the highest degree of contribution still not significant. As recommendation, the study suggest that organization should be aware on the rights of the other potential employees to be listed in the reward programme. Thus, the top management need to assign the specific resource person to run the performance appraisals because the level of commitment to work were not only on the basis of how many cars were repaired; or how many car being sold; but it also involves with the quality of work, the punctuality of finishing job, the discipline and ethics manner and also the employee efforts towards knowledge sharing. In future research, the organization should have to encounter this problem by allocating the most valued reward only for the high achievers in the organization. The reward values may not only necessary to be in the monetary form, but should also alternatively being provided in other form such as the employer’s appraise in the employee recognition. Key Words: Reward; Practice; Employees; Employer; Performances; Compensation; RecognitionResume: La pratique de recompense est le terme qui refere a l'approche de la recompense qui comprend plusieurs programmes de recompense tel qu'il est applique dans des nombreuses organisations aujourd'hui dans les deux secteurs public et prive. Les employes d'aujourd'hui sont plus concernes sur les recompense qui abordent dans lequel ils cherchent pour des elements de base qui devraient etre demontree conformement de telle sorte que la pratique de recompense de l’organisation sera la plus efficace que possible. Ainsi, l'etude est d'etudier la relation entre la perception des salaries sur la transparence, l'equite, la controlabilite et la valeur de recompense de la pratique et les performances des employes au centre de 3S SP Selatan Otomobil Sdn, Kedah a TOYOTA en 2009. En utilisant la technique d'echantillonnage de commodite, les questionnaires concernant la pratique de recompense de l’organisation ont ete donnes aux employes afin de collecter leur reponse. En raison de la faible population dans cette entreprise de 82 personnes composee de l'employeur et les employes. A la suite de ces recherches, l'etude montre que tous les facteurs n'etaient pas significatifs pour contribuer la performances des employes. En outre, meme le facteur de transparence qui donne le plus haut degre de la contribution reste pas significative. Comme dans la recommandation, l'etude suggere que l'organisation doit etre conscient sur les droits des autres employes potentiels pour figurer dans le programme de recompenses. Ainsi, les cadres superieurs ont besoin d'affecter la personne de ressource specifique pour executer les evaluations de performance parce que le niveau d'engagement au travail ont ete non seulement sur la base de combien de voitures ont ete reparees, ou combien de voitures ont ete vendues, mais il implique egalement la qualite du travail, la ponctualite de finition du travail, la discipline et de facon ethique, ainsi que les efforts des employes vers le partage des connaissances. Dans des recherches de futures, l'organisation devrait avoir a rencontrer ce probleme en attribuant la recompense la plus precieuse seulement pour les tres performants dans l'organisation. Les valeurs de recompense peut non seulement necessaire d'etre sous la forme monetaire, mais aussi etre fourni de maniere alternativement sous forme de l’'evaluation des employeurs dans la reconnaissance des employes. Mots cles: Recompense; Pratique; Les salaries; Employeurs; Performances; La remuneration; La reconnaissance

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