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AN ASSESSMENT OF THE IMPACT OF PERFORMANCE-BASED PAY ON STAFF PRODUCTIVITY IN TELECOMMUNICATION COMPANIES IN CAMEROON

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AN ASSESSMENT OF THE IMPACT OF PERFORMANCE-BASED PAY ON STAFF PRODUCTIVITY IN TELECOMMUNICATION COMPANIES IN CAMEROON

CHAPTER ONE

INTRODUCTION

Background of the study

In the current complex business landscape, companies consistently strive to achieve optimal quality output by using their human resource. Employers are taking into account employee productivity as a crucial aspect for increasing profits in a highly competitive business (D'Annunzio-Green & Francis, 2017). Employee productivity is the measure of the amount of work that employee can effectively complete compared to their peers. Productivity is the tangible contribution that workers provide to the business in exchange for the expenses associated with their employment. Performance-based pay is crucial for enhancing staff productivity. Performance-based pay programmes provide additional monetary incentives to workers who perform well (Evans & Gawer, 2016). Several studies have shown a direct correlation between performance-based pay and employee productivity. Historically, telecommunication businesses have often organised their pay schemes based on predetermined salaries or hourly rates, sometimes accompanied with customary benefits packages. Nevertheless, there has been a growing scepticism over the effectiveness of conventional remuneration methods in incentivizing individuals to excel and attain maximum output. Many telecommunication organisations have used performance-based compensation schemes to motivate workers, match their efforts with organisational goals, and improve performance results (Papagiannidis & Bourlakis, 2021).  Performance-based pay, sometimes referred to as pay-for-performance or merit-based pay, is a break from conventional compensation methods since it explicitly ties employee income to individual or group performance measures. In this system, employees are usually rewarded based on their capacity to achieve or surpass predetermined goals, targets, or key performance indicators (KPIs). These KPIs may cover different aspects of job performance, such as sales revenue, customer satisfaction, productivity levels, service quality, or project completion rates. Advocates of performance-based compensation contend that it has several potential benefits for telecommunication businesses(Chow & Cheung, 2018). By directly linking income to performance results, this method is thought to incentivize people to expend more effort, improve their abilities, and pursue excellence in their job. Furthermore, performance-based compensation is seen as a means of fostering equity and meritocracy in organisations, since it distributes awards based on individual contributions and accomplishments rather than seniority or length of service (Milkovich & Newman, 2021). Furthermore, it is said to aid in the synchronisation of employee aims with organisational goals, promoting a collective understanding of purpose and dedication towards attaining desired results. Furthermore, performance-based compensation has been praised for its ability to recruit and retain highly skilled workers, since those who excel are motivated by the opportunity to receive greater benefits that align with their level of contribution. In addition, advocates argue that implementing performance-based compensation may operate as a mechanism for instigating cultural transformation in telecommunication firms, promoting a work environment that prioritises performance, accountability, transparency, and ongoing improvement (Duncan, 2019). Nevertheless, the incorporation and execution of performance-based remuneration schemes in communications enterprises are not devoid of difficulties and possible drawbacks. Critics express reservations about the design and implementation of performance metrics, highlighting the significance of choosing suitable indicators that precisely depict employee contributions and are in line with organisational objectives. Furthermore, there are concerns about the possibility of performance-based compensation promoting detrimental rivalry, weakening cooperation and collaboration, or encouraging unethical conduct, such as exploiting the system or falsifying performance statistics (Beer, Boselie, & Brewster, 2015). Moreover, the efficacy of performance-based compensation is dependent on many organisational characteristics, such as leadership strategies, managerial backing, communication methods, organisational ethos, and the existence of sufficient performance management tools (Gibbs, 2020). Furthermore, performance-based pay programmes inside telecommunication firms may be influenced by external factors such as market rivalry, regulatory constraints, technology changes, and economic situations. Comprehensive empirical study is necessary to clarify the linkages between performance-based compensation, staff productivity, and the many variables that influence them in telecommunication organizations. Therefore, the researcher sought to assess the impact of performance-based pay on staff productivity in telecommunication companies in Cameroon.

1.2 Statement of the problem

Recently, the use of performance-based pay systems in telecommunication firms has grown more common. These systems are said to be designed to improve the productivity of employees and the overall success of the organization. Nevertheless, the industry is still debating the extent to which these technologies are successful in attaining these goals. Beer, Boselie & Brewster (2015) assert that performance-based compensation motivates employees to improve their performance and ensures that individual goals are in line with organizational objectives (Milkovich & Newman, 2021). However, critics express reservations about its possible negative effects on employee motivation and morale (Beer, Boselie, & Brewster, 2015).  Although there is increasing interest in using performance-based pay to improve productivity in telecommunication companies, there is a significant lack of research about the specific effects of these systems on employee performance. Prior to the research of  (Safiullah, 2015) who presents conflicting results, as some studies indicate a favourable association between performance-based compensation and productivity (Lazear, 2000), while others emphasize potential obstacles, such as the challenge of accurately assessing individual performance and the possibility of promoting detrimental competition among employees (Prendergast, 1999). Moreover, the communications sector functions within a dynamic and competitive setting, marked by rapid technology progress and changing customer demands. The impact of external influences on employee productivity inside telecommunication firms' performance-based pay schemes has not been extensively studied. This study aims to investigate the effect of performance-based compensation on worker productivity in telecommunication firms, taking into account the role of organisational characteristics and external dynamics. This study seeks to analyse the correlation between performance-based pay systems and staff productivity in telecommunication firms. Its objective is to offer valuable insights to academic scholars and industry practitioners, aiding in the development and execution of effective compensation strategies that can improve organizational performance. Hence, the study assess the impact of performance-based pay on staff productivity in telecommunication companies in Cameroon.

1.3 Objective of the study

The broad objective of the study is to assess the impact of performance-based pay on staff productivity in telecommunication companies in Cameroon. The specific objectives is as follows

Examine the performance metrics used in performance-based pay systems within telecommunication companies in Cameroon.

Evaluate the impact of performance-based pay systems on staff’ productivity in the telecommunication companies in Cameroon.

Investigate the correlation between performance-based pay systems and staff productivity in telecommunication companies in Cameroon.

1.4 Research Questions

The following questions have been prepared to guide the study

What is the performance metrics used in performance-based pay systems within telecommunication companies in Cameroon?

What is the impact of performance-based pay systems on staff’ productivity in the telecommunication companies in Cameroon?

Is there a correlation between performance-based pay systems and staff productivity in telecommunication companies in Cameroon?

1.5 Significance of the study

Findings of the study is of importance due to its potential to shape policy within the public service in Cameroon organizations as regards implementation of PRP schemes and expectations of the likely outcomes of such moves.

The findings of the study will also be significant to the telecommunication industry in Cameroon as it will benefit in discovering how they can improve performance using employee retaining and motivating reward systems and structures.

Findings of the study will be significant to the academic community as it will contribut to library resources and serve as a guide for future researchers who might want to further fill the gap provided in the study.

1.6 Scope of the study

The study focuse on assessing the impact of performance-based pay on staff productivity in telecommunication companies in Cameroon. Empirically, the study will examine the performance metrics used in performance-based pay systems within telecommunication companies in Cameroon, evaluate the impact of performance-based pay systems on staff’ productivity in the telecommunication companies in Cameroon and investigate the correlation between performance-based pay systems and staff productivity in telecommunication companies in Cameroon.

Geographically, the study is delimited to  telecommunication companies in Cameroon

1.7 Limitation of the study

Like in every human endeavour, the researchers encountered slight constraints while carrying out the study. Insufficient funds tend to impede the efficiency of the researcher in sourcing for the relevant materials, literature, or information and in the process of data collection (internet, questionnaire, and interview), which is why the researcher resorted to a moderate choice of sample size. More so, the researcher will simultaneously engage in this study with other academic work. As a result, the amount of time spent on research will be reduced.

1.8 Definition of terms

Performance-based pay: A compensation system wherein employees receive financial rewards or incentives based on their individual or team performance, typically measured against predetermined goals, targets, or key performance indicators (KPIs). These rewards may include bonuses, commissions, profit sharing, or merit-based salary increases.

Staff productivity: The measure of the efficiency and effectiveness with which employees utilize their time, skills, and resources to accomplish tasks and achieve organizational goals. Productivity can be assessed at the individual, team, or organizational level and is often quantified by output per unit of input (e.g., sales revenue per employee, number of completed projects).

Telecommunication companies: Organizations operating within the telecommunications industry, involved in the provision of services related to voice and data communication, including telephone, internet, wireless, and cable services. Telecommunication companies may encompass a range of entities, such as telecommunications service providers, network operators, equipment manufacturers, and internet service providers (ISPs).

Organizational factors: The internal elements and characteristics of a company that influence its operations, culture, and performance. These factors may include organizational structure, leadership styles, corporate policies and practices, communication channels, employee relationships, and company values or mission.


This material content is developed to serve as a GUIDE for students to conduct academic research



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