Please use this identifier to cite or link to this item: http://hdl.handle.net/10603/370386
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dc.date.accessioned2022-03-28T06:55:38Z-
dc.date.available2022-03-28T06:55:38Z-
dc.identifier.urihttp://hdl.handle.net/10603/370386-
dc.description.abstractPost 1996-1997, Indian firms witnessed a tumultuous era in the form of intense newlinecompetition (Venkata Ratnam 1995; Budhwar and Sparrow 1998; Khandwalla 2002; newlineSom 2006). With the intensity of competition increasing over the past couple of newlinedecades, human capital has become a high asset the world over. In order to maximize newlinestrategic ability, organizations today need to create a set up at workplace that makes newlinethe employees feel motivated, loyal, satisfied and committed. Corporates should newlineclearly spell out their values, mission and goals, provide a good and healthy work newlineenvironment, help employees maintain a work life balance, invest in training and newlinedevelopment, devise an effective compensation strategy and ensure fairness and newlineequitable treatment. Effective organizational intervention such as being provided with newlinerewards and extrinsic compensation like pay increments, bonuses, allowances and newlinegrants along with an environment at the workplace which is challenging, provides job newlinesecurity and promotion opportunities leads to a feeling of higher satisfaction in the newlineminds of the employees. An effective compensation design has a direct positive newlineimpact on employee retention and consequently reduces turnover intentions. The newlineemployees feel satisfied and psychologically connected with their organizations if newlinethey find that their organizations value and reward their efforts. This in turn serves as newlinea competitive advantage in the long run. In an effort to increase the shareholder value newlineand reduce turnover, compensation for executives in the retail industry is rapidly newlinebecoming performance-based instead of seniority based. In addition, currently retail newlinecompensation is being designed with a perspective of improving employee newlinerecruitment and retention. newline
dc.format.extentAll Pages
dc.languageEnglish
dc.relation
dc.rightsuniversity
dc.titleCompensation Implications of Rewards Benefits and Organizational Justice on Employee Engagement and the mediating role of Motivation and Job Satisfaction
dc.title.alternative
dc.creator.researcherMisra, Pooja
dc.subject.keywordEconomics and Business
dc.subject.keywordManagement
dc.subject.keywordSocial Sciences
dc.description.note
dc.contributor.guideDixit, Varsha
dc.publisher.placeGreater Noida
dc.publisher.universityGautam Buddha University
dc.publisher.institutionDepartment of Business Management
dc.date.registered2010
dc.date.completed2014
dc.date.awarded2015
dc.format.dimensions
dc.format.accompanyingmaterialNone
dc.source.universityUniversity
dc.type.degreePh.D.
Appears in Departments:Department of Business Management

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01_title.pdfAttached File55.94 kBAdobe PDFView/Open
02_certificate.pdf79.95 kBAdobe PDFView/Open
03_declaration.pdf80.66 kBAdobe PDFView/Open
04_acknowledgement.pdf91.39 kBAdobe PDFView/Open
05_table_of_contents.pdf85.26 kBAdobe PDFView/Open
06_list_of_tables.pdf81.65 kBAdobe PDFView/Open
07_list_of_figures.pdf81.45 kBAdobe PDFView/Open
08_abbreviation.pdf107.67 kBAdobe PDFView/Open
09_chapter1.pdf104.36 kBAdobe PDFView/Open
10_chapter2.pdf476.6 kBAdobe PDFView/Open
11_chapter3.pdf381.83 kBAdobe PDFView/Open
12_chapter4.pdf118.85 kBAdobe PDFView/Open
13_chapter5.pdf410.71 kBAdobe PDFView/Open
14_chapter6.pdf1.39 MBAdobe PDFView/Open
15_chapter7.pdf302.98 kBAdobe PDFView/Open
16_references.pdf187.84 kBAdobe PDFView/Open
17_appendix.pdf47.76 kBAdobe PDFView/Open
80_recommendation.pdf302.98 kBAdobe PDFView/Open


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