The role of cash and non-cash rewards on employee motivation mediated by organizational commitment

Organizations face many challenges in recruiting and retaining talented personnel and need better ways to recruit, develop, evaluate motivation, retain or transfer them. The present applied research has been conducted with the aim of investigating the effect of cash and non-cash rewards on employee motivation with the mediating role of organizational commitment of Zanjan Refa Bhank. Methodes: This research in terms of method, descriptive-correlation and statistical population includes all employees of the Refah Bank with a population of 163 people. The statistical sample size was 136 employees in the branches of this bank and were measured using non-probabilistic and purposeful cluster sampling method.

 McLeland Standard Motivation Questionnaire (1950) and Allen and Meyer Organizational Commitment Questionnaire (1991) and researcher-made cash rewards questionnaire with Cronbach's alpha 0.715 and reliability coefficient of 0.809 and non-cash rewards with Cronbach's alpha coefficient of 0.133 and It was 0.861, the face validity of which was confirmed by experts..

Pearson correlation coefficient test and structural equation modeling technique using PLS software were used to analyze the data.

Findings showed that cash rewards (salaries and benefits, fairness of payments, workplace equipment) and non-cash rewards (security, participation, supervisor behavior, creativity, promotion, training facilities) had an effect on motivation (achievement motivation, belonging motivation, power motivation). It is positive and meaningful. Organizational commitment of employees also plays a mediating role in the effect of reward on employee motivation.