Rewarding or Sanctioning Performance? A critique on group dominance and counter-group dominance in public organizations

https://doi.org/10.35912/jgas.v2i1.1116
Published: Jul 4, 2022

Abstract:

Purpose: This study aimed to determine the synergy between performance rewards and performance sanctions.

Research methodology: A desk research was adopted in which obtainable literature was consulted regarding the emerging themes and sub-themes of the study.

Results: Results suggest that PRS are key elements in organizational management. Both monetary - and non-monetary rewards play significant roles but there is a greater move towards non-monetary rewards among modern-day organizations and public managers. Execution of performance sanctions is an essential aspect of enforcing performance though there are challenges inhibiting the process of identifying employees to be sanctioned. In this paper, it has been noted that direct supervisors are likely to suggest sanctions as a way of venting their anger against the unsuspecting victims. That is why it is imperative to reflect on whether the emphasis on performance rewards and sanctions is perpetuating group dominance and how probable the counter-group dominance group can abide by and/or ward off elements of subjugation in public organizations.

Limitations: This study relied solely on secondary data yet adoption of primary data would yield significantly.

Contribution: The results of this study are useful in guiding future field-based studies as well as those involved in human resource management in both the public sector and the private sector.

Keywords:
1. Employee
2. PRS
3. Public manager
4. Reward
5. Sanction
Authors:
David Mwesigwa
Department of Public Administration and Management, Lira University, Lira, Uganda
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Mwesigwa, D. (2022). Rewarding or Sanctioning Performance? A critique on group dominance and counter-group dominance in public organizations. Journal of Governance and Accountability Studies, 2(1), 65–78. https://doi.org/10.35912/jgas.v2i1.1116
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Vol. 2 No. 1 (2022): January
Articles
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References

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    Alves, I. (2021). Subjective performance evaluation and managerial work outcome. Accounting and Business Research. doi:10.1080/00014788.2021.1959292

    Amegayibor, G. K. (2021). The effect of demographic factors on employees’ performance: A case of an owner-manager manufacturing firm. Annals of Human Resource Management Research, 1(2), 127-143.

    Andersen, L. B., Boye, S., & Laursen, R. (2018). Building support? The importance of verbal rewards for employee perceptions of governance initiatives. International Public Management Journal, 21(1), 1-32.

    Ballentine, A., McKenzie, N., Wysocki, A., Kepner, K., Farnsworth, D., & Clark, J. L. (2003). The role of monetary and non-monetary incentives in the workplace as influenced by career stage. Department of Food and Resource Economics, Florida Cooperative Extension Service, Institute of Food and Agricultural Sciences, University of Florida, Gainesville, Fl.

    Beeri, I. (2021). Lack of reform in Israeli local government and its impact on modern developments in public management. Public Management Review, 23(10), 1423-1435.

    Belli, S. S., & Bursens, P. (2021). The revolving door in Brussels: a process-oriented approach to employee recruitment by interest organisations. Journal of European Public Policy, 1-22.

    Bleakley, P. (2022). Police Politics, Patronage and the 1899 Royal Commission in Queensland. Australian Historical Studies, 53(1), 61-74.

    commission, T. s. (2018). Performance recognition, reward & sanction policy framework for the teaching service. Nairobi.

    Commonwealth. (2009). Managing and measuring performance in the public service in Commonwealth Africa. Paper presented at the Report of the Sixth Commonwealth Forum of Heads of African Public Services.

    Finkelstein, I., & Adams, M. J. (2021). The Megiddo Gates: Outdated Views Versus New Data. Tel Aviv, 48(2), 208-212.

    Geoffrion, S., Lamothe, J., Drolet, C., Dufour, S., & Couvrette, A. (2021). Exploring Reasons Motivating the Use of Restraint and Seclusion by Residential Workers in Residential Treatment Centers: A Qualitative Analysis of Official Reports. Residential Treatment for Children & Youth, 1-21.

    Harðarson, A., & Magos, K. (2021). Emotional Demands and Moral Rewards: A Story Told by Fifteen Teachers. Scandinavian Journal of Educational Research, 1-10.

    Hodgetts, R., & Hegar, K. (2007). Modern human relations at work: Cengage Learning.

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    Hoyos, C. A., & Serna, C. A. (2021). Rewards and faculty turnover: An individual differences approach. Cogent Education, 8(1), 1863170.

    Huang, Y.-T., Liu, H., & Huang, L. (2021). How transformational and contingent reward leaderships influence university faculty's organizational commitment: The mediating effect of psychological empowerment. Studies in higher education, 46(11), 2473-2490.

    Iren, A. (2015). Non-monetary rewards and performance of local governments’ employees: a case study of Kole district local government in Uganda. UMI, Uganda.

    Jaynes, C. M., & Wilson, T. (2021). Dreading delayed punishment: Reconceptualizing sanction “celerity”. Journal of Crime and Justice, 1-19.

    Jiang, D., Tang, J., Guan, Q., Cui, F., & Luo, Y.-j. (2021). Money gained through suffering is less valuable: Pain reduces the sensitivity to outcome magnitude in monetary decision making. Social Neuroscience, 16(5), 564-572.

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    Lisi, G. (2021). Can rewards foster honest tax behaviors? International Public Management Journal, 1-16.

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    Mauksch, S. (2021). Being blind, being exceptional: work integration, social entrepreneurship and the reimagination of blind potential in Nepal. Disability & Society, 1-20.

    McBride, C. (2022). Recognition politics in Northern Ireland: from cultural recognition to recognition struggle. Irish Political Studies, 37(1), 64-84.

    Meissner, K. L., & Urbanski, K. (2022). Feeble rules: one dual-use sanctions regime, multiple ways of implementation and application? European Security, 31(2), 222-241.

    Mgaiwa, S., & Kapinga, O. (2021). Mentorship of early career academics in Tanzania: issues and implications for the next generation of academics. Higher Education Pedagogies, 6(1), 114-134.

    Minden, H. A. (1982). Two Hugs for Survival: McClelland and Stewart.

    Nelson, B., & Spitzer, D. (2002). The 1001 Rewards & Recognition Fieldbook: The Complete Guide: Workman Publishing Company.

    Ochwo, B. O., & Mwesigwa, D. (2021). Reward strategies and job satisfaction in private companies: a case of Uganda Breweries-Luzira.

    Odondi, R. A. (2014). Perceived Influence Of Rewards And Sanctions On Employee Performance At Kenya Power Company Limited. University of Nairobi.

    Okuna, V., Opok, J. B., & Mwesigwa, D. (2020). Non-Monetary Rewards and Job Satisfaction among Primary School Teachers in Uganda: a Review of Kole District in Mid-North Uganda.

    Ooi, T. P., & Teoh, K. B. (2021). Factors affecting the turnover intention among employees in Penang manufacturing industry. Annals of Human Resource Management Research, 1(1), 29-40.

    Pan, W., Zhao, P., & Ding, X. (2021). How to design collaboration strategies in high-output and low-output networks: considering the role of internal social capital. Technology Analysis & Strategic Management, 1-20.

    Patel, J. (2021). The role of dissent, conflict, and open dialogue in learning to live together harmoniously. Educational Philosophy and Theory, 1-12.

    Regner, T., & Crosetto, P. (2021). The experience matters: participation-related rewards increase the success chances of crowdfunding campaigns. Economics of Innovation and New Technology, 30(8), 843-856.

    Riener. (2021). Non-monetary rewards in education. Educational Psychology. doi:10.1080/01443410.2021.1971159

    Rose, K. (2013). Employee perceptions of relationship between strategy rewards and organisational performance. Journal of Business Strategies.

    Savigar-Shaw, L., Radburn, M., Stott, C., Kyprianides, A., & Tallent, D. (2021). Procedural justice as a reward to the compliant: an ethnography of police–citizen interaction in police custody. Policing and Society, 1-16.

    Seran, E. R., Kase, P., & Nursalam, N. (2022). The effect of competence, workload, and incentives on the interest of civil servants to become commitment-making officials in Malaka Regency. Annals of Human Resource Management Research, 2(1), 15-30.

    Shukla, J. (2021). Compulsory yet Fair Acquisition of Land: Assessing Procedural Fairness of Compulsory Acquisition Process in India: Analysing fairness in the process of land acquisition in India. Journal of Property Research, 38(3), 238-261.

    Shyrokykh, K. (2022). Human rights sanctions and the role of black knights: Evidence from the EU’s post-Soviet neighbours. Journal of European Integration, 44(3), 429-449.

    Syed, F., Naseer, S., & Bouckenooghe, D. (2021). Unfairness in stressful job environments: the contingent effects of perceived organizational injustice on the relationships between job stress and employee behaviors. The Journal of general psychology, 148(2), 168-191.

    Tymoigne, E. (2020). Law, sovereignty and the monetization of the European economies: a review of Making Money and Money in the Western Legal Tradition. Journal of Post Keynesian Economics, 43(2), 317-340.

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    Uganda, R. o. (2015). Public sector management in Uganda: what are the key issues. Kampala: Planning and Economic Development.

    Usanova, K. (2021). Manging talent in mission-driven organisations: a qualitative exploration. The International Journal of Human Resource Management. doi:10.1080/09585192.2021.1937276

    Wang, I.-A., Tsai, H.-Y., Lee, M.-H., & Ko, R.-C. (2021). The effect of work–family conflict on emotional exhaustion and job performance among service workers: The cross-level moderating effects of organizational reward and caring. The International Journal of Human Resource Management, 32(14), 3112-3133.

    Woods, R. (2008). When rewards and sanctions fail: A case study of a primary school rule?breaker. International Journal of Qualitative Studies in Education, 21(2), 181-196.

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  2. Alves, I. (2021). Subjective performance evaluation and managerial work outcome. Accounting and Business Research. doi:10.1080/00014788.2021.1959292
  3. Amegayibor, G. K. (2021). The effect of demographic factors on employees’ performance: A case of an owner-manager manufacturing firm. Annals of Human Resource Management Research, 1(2), 127-143.
  4. Andersen, L. B., Boye, S., & Laursen, R. (2018). Building support? The importance of verbal rewards for employee perceptions of governance initiatives. International Public Management Journal, 21(1), 1-32.
  5. Ballentine, A., McKenzie, N., Wysocki, A., Kepner, K., Farnsworth, D., & Clark, J. L. (2003). The role of monetary and non-monetary incentives in the workplace as influenced by career stage. Department of Food and Resource Economics, Florida Cooperative Extension Service, Institute of Food and Agricultural Sciences, University of Florida, Gainesville, Fl.
  6. Beeri, I. (2021). Lack of reform in Israeli local government and its impact on modern developments in public management. Public Management Review, 23(10), 1423-1435.
  7. Belli, S. S., & Bursens, P. (2021). The revolving door in Brussels: a process-oriented approach to employee recruitment by interest organisations. Journal of European Public Policy, 1-22.
  8. Bleakley, P. (2022). Police Politics, Patronage and the 1899 Royal Commission in Queensland. Australian Historical Studies, 53(1), 61-74.
  9. commission, T. s. (2018). Performance recognition, reward & sanction policy framework for the teaching service. Nairobi.
  10. Commonwealth. (2009). Managing and measuring performance in the public service in Commonwealth Africa. Paper presented at the Report of the Sixth Commonwealth Forum of Heads of African Public Services.
  11. Finkelstein, I., & Adams, M. J. (2021). The Megiddo Gates: Outdated Views Versus New Data. Tel Aviv, 48(2), 208-212.
  12. Geoffrion, S., Lamothe, J., Drolet, C., Dufour, S., & Couvrette, A. (2021). Exploring Reasons Motivating the Use of Restraint and Seclusion by Residential Workers in Residential Treatment Centers: A Qualitative Analysis of Official Reports. Residential Treatment for Children & Youth, 1-21.
  13. Harðarson, A., & Magos, K. (2021). Emotional Demands and Moral Rewards: A Story Told by Fifteen Teachers. Scandinavian Journal of Educational Research, 1-10.
  14. Hodgetts, R., & Hegar, K. (2007). Modern human relations at work: Cengage Learning.
  15. Homburg, C., Morguet, T. R., & Hohenberg, S. (2021). Incentivizing of inside sales units—the interplay of incentive types and unit structures. Journal of Personal Selling & Sales Management, 41(3), 181-199.
  16. Hoyos, C. A., & Serna, C. A. (2021). Rewards and faculty turnover: An individual differences approach. Cogent Education, 8(1), 1863170.
  17. Huang, Y.-T., Liu, H., & Huang, L. (2021). How transformational and contingent reward leaderships influence university faculty's organizational commitment: The mediating effect of psychological empowerment. Studies in higher education, 46(11), 2473-2490.
  18. Iren, A. (2015). Non-monetary rewards and performance of local governments’ employees: a case study of Kole district local government in Uganda. UMI, Uganda.
  19. Jaynes, C. M., & Wilson, T. (2021). Dreading delayed punishment: Reconceptualizing sanction “celerity”. Journal of Crime and Justice, 1-19.
  20. Jiang, D., Tang, J., Guan, Q., Cui, F., & Luo, Y.-j. (2021). Money gained through suffering is less valuable: Pain reduces the sensitivity to outcome magnitude in monetary decision making. Social Neuroscience, 16(5), 564-572.
  21. Kanungo. (1983). Work alienation; a panctultural perspective: International Studies in Management and Organisation.
  22. Kenya, R. o. (2016). Performance rewards and sanctions framework for the public service. Nairobi: Public service commission.
  23. Kepner, K. W. (2001). Human Resource Management in Agribusiness. University of Florida, Gainesville, FL., p-90.
  24. Li, M., Wen, B., & Hsieh, C.-W. (2022). Understanding the role reward types play in linking public service motivation to task satisfaction: evidence from an experiment in China. International Public Management Journal, 25(2), 300-319.
  25. Lisi, G. (2021). Can rewards foster honest tax behaviors? International Public Management Journal, 1-16.
  26. Maicibi, N. A. (2003). Pertinent issues in employees management: MPK Graphics.
  27. Mauksch, S. (2021). Being blind, being exceptional: work integration, social entrepreneurship and the reimagination of blind potential in Nepal. Disability & Society, 1-20.
  28. McBride, C. (2022). Recognition politics in Northern Ireland: from cultural recognition to recognition struggle. Irish Political Studies, 37(1), 64-84.
  29. Meissner, K. L., & Urbanski, K. (2022). Feeble rules: one dual-use sanctions regime, multiple ways of implementation and application? European Security, 31(2), 222-241.
  30. Mgaiwa, S., & Kapinga, O. (2021). Mentorship of early career academics in Tanzania: issues and implications for the next generation of academics. Higher Education Pedagogies, 6(1), 114-134.
  31. Minden, H. A. (1982). Two Hugs for Survival: McClelland and Stewart.
  32. Nelson, B., & Spitzer, D. (2002). The 1001 Rewards & Recognition Fieldbook: The Complete Guide: Workman Publishing Company.
  33. Ochwo, B. O., & Mwesigwa, D. (2021). Reward strategies and job satisfaction in private companies: a case of Uganda Breweries-Luzira.
  34. Odondi, R. A. (2014). Perceived Influence Of Rewards And Sanctions On Employee Performance At Kenya Power Company Limited. University of Nairobi.
  35. Okuna, V., Opok, J. B., & Mwesigwa, D. (2020). Non-Monetary Rewards and Job Satisfaction among Primary School Teachers in Uganda: a Review of Kole District in Mid-North Uganda.
  36. Ooi, T. P., & Teoh, K. B. (2021). Factors affecting the turnover intention among employees in Penang manufacturing industry. Annals of Human Resource Management Research, 1(1), 29-40.
  37. Pan, W., Zhao, P., & Ding, X. (2021). How to design collaboration strategies in high-output and low-output networks: considering the role of internal social capital. Technology Analysis & Strategic Management, 1-20.
  38. Patel, J. (2021). The role of dissent, conflict, and open dialogue in learning to live together harmoniously. Educational Philosophy and Theory, 1-12.
  39. Regner, T., & Crosetto, P. (2021). The experience matters: participation-related rewards increase the success chances of crowdfunding campaigns. Economics of Innovation and New Technology, 30(8), 843-856.
  40. Riener. (2021). Non-monetary rewards in education. Educational Psychology. doi:10.1080/01443410.2021.1971159
  41. Rose, K. (2013). Employee perceptions of relationship between strategy rewards and organisational performance. Journal of Business Strategies.
  42. Savigar-Shaw, L., Radburn, M., Stott, C., Kyprianides, A., & Tallent, D. (2021). Procedural justice as a reward to the compliant: an ethnography of police–citizen interaction in police custody. Policing and Society, 1-16.
  43. Seran, E. R., Kase, P., & Nursalam, N. (2022). The effect of competence, workload, and incentives on the interest of civil servants to become commitment-making officials in Malaka Regency. Annals of Human Resource Management Research, 2(1), 15-30.
  44. Shukla, J. (2021). Compulsory yet Fair Acquisition of Land: Assessing Procedural Fairness of Compulsory Acquisition Process in India: Analysing fairness in the process of land acquisition in India. Journal of Property Research, 38(3), 238-261.
  45. Shyrokykh, K. (2022). Human rights sanctions and the role of black knights: Evidence from the EU’s post-Soviet neighbours. Journal of European Integration, 44(3), 429-449.
  46. Syed, F., Naseer, S., & Bouckenooghe, D. (2021). Unfairness in stressful job environments: the contingent effects of perceived organizational injustice on the relationships between job stress and employee behaviors. The Journal of general psychology, 148(2), 168-191.
  47. Tymoigne, E. (2020). Law, sovereignty and the monetization of the European economies: a review of Making Money and Money in the Western Legal Tradition. Journal of Post Keynesian Economics, 43(2), 317-340.
  48. Uganda, R. o. (2011). Amendment of Circular Standing Instruction No. 1 of 2011: public service rewards and sanction framework. Kampala: Ministry of Public Service.
  49. Uganda, R. o. (2015). Public sector management in Uganda: what are the key issues. Kampala: Planning and Economic Development.
  50. Usanova, K. (2021). Manging talent in mission-driven organisations: a qualitative exploration. The International Journal of Human Resource Management. doi:10.1080/09585192.2021.1937276
  51. Wang, I.-A., Tsai, H.-Y., Lee, M.-H., & Ko, R.-C. (2021). The effect of work–family conflict on emotional exhaustion and job performance among service workers: The cross-level moderating effects of organizational reward and caring. The International Journal of Human Resource Management, 32(14), 3112-3133.
  52. Woods, R. (2008). When rewards and sanctions fail: A case study of a primary school rule?breaker. International Journal of Qualitative Studies in Education, 21(2), 181-196.