<abstract xmlns="http://www.w3.org/1999/xhtml"><p>This research aims to analyze the relationships established among rewards, job satisfaction and job performance in the Romanian banking system. In order to achieve this goal, a single-case study is used as a research strategy and a survey-based on a questionnaire is developed among the 60 employees the BCR-BpL branch from Bucharest, Sector 3. The relationships established among rewards, job satisfaction, and job performance are tested using Partial Least Square – Structural Equation Modelling. The results prove that: (i) rewards have a positive influence on job satisfaction; (ii) the relationship between job satisfaction and job performance is not statistically significant; and (iii) the relationship between rewards and job performance is not statistically significant. These findings have both theoretical and practical implications. On the one hand, they extend the theory from the human resources management field by analyzing the relationships established among rewards, job satisfaction, and job performance, within the Romanian banking system. On the other hand, they help managers understand the importance of using rewards as a strategic organizational tool, capable to increase employees’ satisfaction.</p></abstract>

This research aims to analyze the relationships established among rewards, job satisfaction and job performance in the Romanian banking system. In order to achieve this goal, a single-case study is used as a research strategy and a survey-based on a questionnaire is developed among the 60 employees the BCR-BpL branch from Bucharest, Sector 3. The relationships established among rewards, job satisfaction, and job performance are tested using Partial Least Square – Structural Equation Modelling. The results prove that: (i) rewards have a positive influence on job satisfaction; (ii) the relationship between job satisfaction and job performance is not statistically significant; and (iii) the relationship between rewards and job performance is not statistically significant. These findings have both theoretical and practical implications. On the one hand, they extend the theory from the human resources management field by analyzing the relationships established among rewards, job satisfaction, and job performance, within the Romanian banking system. On the other hand, they help managers understand the importance of using rewards as a strategic organizational tool, capable to increase employees’ satisfaction.

Human Resources Practices in the Romanian Banking System: Rewards, Job Satisfaction, and Job Performance

National University of Political Studies and Public Administration

Management Dynamics in the Knowledge Economy

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

This research aims to analyze the relationships established among rewards, job satisfaction and job performance in the Romanian banking system. In order to...

Human Resources Practices in the Romanian Banking System: Rewards, Job Satisfaction, and Job Performance

Published Online: Mar 31, 2020

Page range: 469 - 483

Received: Sep 03, 2019

Accepted: Oct 24, 2019

DOI: https://doi.org/10.25019/mdke/7.4.02

Keywords
job satisfaction, financial and non-financial rewards, job performance, banking sector, structural equation modeling

© 2019 Carmen-Elena Tănăsescu et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Human Resources Practices in the Romanian Banking System: Rewards, Job Satisfaction, and Job Performance

Published Online: Mar 31, 2020

Page range: 469 - 483

Received: Sep 03, 2019

Accepted: Oct 24, 2019

DOI: https://doi.org/10.25019/mdke/7.4.02

Keywordsjob satisfaction, financial and non-financial rewards, job performance, banking sector, structural equation modeling

© 2019 Carmen-Elena Tănăsescu et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Keywords
job satisfaction, financial and non-financial rewards, job performance, banking sector, structural equation modeling