




































American International Journal of Business and Management Studies  

Vol. 2, No. 3; 2020 

ISSN 2641-4937     E-ISSN 2641-4953 

Published by American Center of Science and Education, USA 

 

8 

IMPACT OF REWARD AND RECOGNITION, SUPERVISOR 

SUPPORT ON EMPLOYEE ENGAGEMENT 
 

Muhammad Baqir 

MBA Student  

Department of Business Administration, Art & Social Sciences  

University of Education Lahore 

 Multan Campus, Pakistan 

E-mail: baqiralisiddique@gmail.com 

 

Sajid Hussain 

MBA Student  

Department of Business Administration  

Bahauddin Zakariya University Multan, Pakistan 

E-mail: sajid.hussain6441@gmail.com 

 

Rashid Waseem 

Lecturer 

Department of Business Administration, Art & Social Sciences  

University of Education Lahore, Pakistan 

E-mail: rashid.waseem@ue.edu.pk 

 

K. M. Anwarul Islam 

Associate Professor 

Department of Business administration 

The Millennium University, Dhaka, Bangladesh 

PhD Candidate 

University of Selangor, Malaysia 

E-mail: ai419bankingdu@gmail.com 

 

ABSTRACT 

Employee engagement play a key role for the success of any organization because they provides 

the highest employee satisfaction , lower employee turnover rate , greater employee loyalty, 

better customer service, higher sales and higher profitability. The aim of this study is to examine 

the impact of reward and recognition and perceived supervisor support on employee 

engagement. The method used in research is quantities descriptive. We used questionnaire to 

collect data. The population in this study consisted of employees of Muslim Commercial Bank & 

National Bank of Pakistan. Data were collected in Multan from 108 employees but unfortunately 

08 questionnaire data rejected because the data was not proper fill. The data were analyzed 

using through statically package for social science (SPSS Version 21).The results show that 

reward & recognition and supervisor support can engage employees for better performance. 

Hence; employee’s engagement can improve through the reward and recognition and supervisor 

support. 

 

Keywords: Employee Engagement, MCB, NBP, Reward and Recognition, Supervisor Support. 

mailto:baqiralisiddique@gmail.com
mailto:rashid.waseem@ue.edu.pk


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INTRODUCTION 

Employee behaviour is based on organizational behaviour & human resource management. It is 

important for organization to get the benefits through employees by telling them why and how 

they can achieve tasks in organization. Employees are the crucial part for achieving goals of 

organization. They can have hundreds of emotions & thoughts about work but organizational 

behaviour focuses on few work related variables. But we'll study following variables: employee 

engagement, supervisor support, reward and recognition. 

Employee engagement is linked with members of company like customers, users, 

employees, stakeholders. For the employee engagement it is important to understand what is 

good for motivating them (Kayes & Jorden-Evans, 2003). They focused that fully employee 

engagement is a very important task today especially; different stages of work live by 

understanding their mind and heart of employees.  

Employee engagement is tough to manage because employees want appreciation & 

encouragement to be motivated. Experts of motivational theories said that fulfil the desires and 

needs of employees to keep them motivated and energetic. Organization can engage employees 

with the help of rewards and recognition. Rewards are important part for employee engagement. 

Rewards and recognitions have a great impact on employee’s performance and motivation. 

Reward system is helpful to increase job satisfaction. (Smit, Stanz, & Bussin, 2015) Said that to 

motivate and retain an extraordinary workforce, the reward strategy has been played a key role. 

It is important to provide rewards, benefits, gifts and incentives to employees for achieving 

organizational goals and keeping employees satisfied with organization.  

There is much type of rewards. Rewards can be extrinsic and intrinsic. Extrinsic rewards 

are financial like pay, bonus, promotion &Non-financial like benefits. Intrinsic rewards are like 

appreciation. We can facilitate employees by rewards through a reward ceremony to appreciate 

employee’s performance. So there are many factors to motivate and manage employees. 

Therefore, it is good to think about factors that will help you to understand, motivate and engage 

your employees. 

Organization should take care of its employees with the help of supervisor. Employees 

want support, concern and encouragement of superiors. According to (shuck, 2011) Supervisor 

support can be empathy, care, feedback, guidance etc. Supervisors can engage & disengage 

employees by their style of supporting. Lack of supervisors support can create burnout situation 

for employees. Supervisor support is helpful for the staffs that perform tasks.  

Many researches are conducted to check the impacts of supervisor support, reward and 

recognition on employee’s engagement. Through proper use of rewards and right selection of 

benefits, individuals are not only engaged but they feel that they are valuable for the company. 

At the end, results are positive. We can select effective supervisor supports and reward systems 

for employees to increase their performance & satisfaction. 

 

Significance 

This study assesses effect of reward and recognition enhancing the employee engagement with 

organization and performance and search about how much supervisor behavior impact on 

individual employee engagement with organization. 

 

 

 



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Objectives 

According to the research problems, the core objectives of this study are: 

 To understand the impact of reward and recognition on employee engagement in the 

Pakistani- banking sector. 

 To know the influence of supervisor behavior on employee engagement at banking 

sector. 

  To suggest ways to improve employee engagement. 

 

Questions 

 To check the banking sector employees are happy with the current reward and 

reorganization system?   

 Identify the supervisor support in banking sector? 

 To know about employees are satisfy with current job?   

 

Research Problem 

By choosing this certain topic for study due to limited practical research on this topic in the 

Pakistani banking sector. Currently business environment, employee engagement plays a key 

role in the success of an organization's long-term performance.  This study is selected for 

empirical test because increase the value of this topic in recent years.  

 

 

LITERATURE REVIEW 

Reward and Recognition 

Organization gets success with the help of its employees. Researches conform that employee 

engagement is related to reward and recognition. Rewards are helpful tools for improving 

employees’ performance. These are linked with employee engagement. According to your 

(Rehman, khan, & Lashari, 2010) Reward means what employees want to get from organization 

or what they get in form of cash on working conditions. 

(Bratton & Gold, 2003) define rewards as rewards can be in different forms, these can be 

financial, non-financial and psychological benefits awarded by organization. So rewards are 

benefits which organization provides to their employees on their good performance. 

According to (Luthans & Peterson, 2002) rewards are categorised in 2 forms i.e., 

extrinsic and intrinsic.(Porter & Lawler, 1968) stated definition of extrinsic rewards that extrinsic 

rewards are basically tangible benefits that are given to employees after completing tasks. 

Organization is directly linked with extrinsic rewards. Examples of extrinsic rewards are pay 

promotion, holidays abroad, club membership, preferred lunch hours, impressive titles and 

bonuses (Weatherly, 2002).  

According to (Malhotra, Budhwar, & Prowse, 2007) as cited in (Nujjoo & Meyer, 

2012)that extrinsic rewards can be in forms of social rewards which create a good relationship 

between superior and colleagues. 

(Byars & Rue, 2011) says that Intrinsic reward are those reward which are related 

employee personal interest and tasks which they perform for reward purpose however these are 

not part of the job obligation because they are related with individual  to individual. . 

According to (Allen, Takeda, White, & Hemis, 2004), Examples of intrinsic rewards are trust, 

feeling of self-esteem, involvement, fairness, recognition, job satisfaction, creativity, 



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empowerment, social status, personal development & efficient feedback. These all are related to 

employee’s personal satisfaction. Employees can get these rewards by performing well. 

Employees think that recognition and motivation will help them to enhance their 

productivity. (Jeffries, 1997) said that recognize your employees and you will find best of your 

employees by encouraging them. 

A survey report by Performance Engagement Group tells that employees like recognition 

on daily basis rather than incentives and bonus. Sometimes recognition works more than 

rewards. 

(Jeffries, 1997) supports Nelson statement that it is not compulsory to give expensive 

recognition but it is important that recognition must be consistent and it must committed 

employees for a long time period.  

There is a fact about specific value for rewards and recognition, the successful 

organizations always know the best usage of rewards and recognition by which they get valuable 

work from employees (wiscombe, 2002) intention of recognition strategy is to employee 

performance increase through the increase the level of employee satisfaction .These method 

helped to achieved the organization goal and objective in efficient and effective manner. 

According to(Andrew & Kent, 2007), employees stay committed with the help of rewards 

and recognition. Rewards and recognition are the most important factors for performance of 

employees. The purpose of reward and recognition is to create environment through which 

employees can achieve job satisfaction.  

Flynn argued that employees can boost up morale and level of spirited through reward 

and recognition.(Deeprose , 1994) said that reward and recognition are important for employees 

engagement. Studies show that there is an effect of rewards and recognition on employee 

engagement (Hulkko-Nyman, Sarti, Hakonen, & Sweins, 2014) 

By providing rewards and recognition you can increase employee’s performance, 

motivation and productivity. Researchers have been shown that reward and recognition are 

linked directly with employee engagement. (Freedman, 1978) explains that if rewards and 

recognition used effectively in organization then a good productive environment will develop 

which makes employees energetic to complete tasks and achieve goals. 

 

Supervisor Support 

According to (Shuck, 2011) Organizational theory pointed out that supervisor support can 

develop changes in employee’s behaviour for performing task.(Bakker, Hakanen, Demerouti, & 

Xanthopoulou, 2007) defined supervisor support as a term in which employees note their values 

through supervisors and they want backups for completing tasks. According to (Akker, 

Schaufeli, Leiter, & Taris, 2008) & Employees want to take supervisors feedback as a support by 

which they feel comfortable during accomplishment of task. (Britt, 2003)suggests in the book of 

Personnel Psychology that encouraging the employee always means supervisor support   

with(witte & Lens, 2008), explain that if evaluation is made by supervisors with shifted to the 

executive. Then strengths of employees will be developed and employees will work efficiently 

and effectively.  

According to (May , Gilson, & Harter, 2004) support and empathy of supervisor is 

important for organizational employees. Maslach (2001), they said that for the purpose of 

maintain satisfaction & encouragement supervisor support is always key attention role for 

employees. May et al. (2004) point out that supervisor support is very much important for 

psychological safety. So, absence of supervisor support can create situation of burnout for 



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the employees (Maslach, Schaufelo, & leiter, 2001). Employees engagement and disengagement 

is linked with supervisor's support (Bates, 2004)&(Frank , Finneggan, & Taylor, 2004). 

 

Employee Engagement  

Employee engagement is the stage which employee conceive, act in ways that look that high 

level of correspond of participation by their organization in which (Swarnalatha & 

Sureshkrishna, 2013) Higher employee job performance and higher customer fulfillment 

engagement leads by research supported. With low engagement are being match can be expected 

by an employee with high engagement. Employee measurement is progressively seen by their 

workplaces and their firms in the most efficient workplace as way. Human capital to accomplish 

upper limit attempt from their employee to this because of their firms react to make success 

highly competitive worldwide marketplace. In human capital engagement is an organization step 

of its investing human factors at work in other words. More probable to be engage the employee. 

 

HYPOTHESIS RESEARCH 

The hypnotically model of the study is defined as the theoretical framework diagram items 

include reward and recognition, supervisor support which provides financial and behavioral 

support for employees and the dependent variable is employee engagement. 

Thus, the subsequent hypothesis is presented to be tested: 

 

H1: Supervisor support correlates with Employee engagement.  

H2: Reward and recognition have an impact on employee engagement. 

 

MODEL: 

 

 

 

 

 

 

 

 

 

METHOD 

Research Design 

A Correlation research design was selected because it provide the originally information without 

any manipulation variables. This research is basically design to conduct in different banking 

sector (National bank of Pakistan & Muslim commercial bank) of employees in Multan. 

 

Population 

The selected population for this research is all the employees of National bank of Pakistan & 

Muslim commercial bank of Multan. 

 

 

 

 

Reward and recognition  

Supervisor Support 

Employee Engagement 

 

 

 

 

 

 



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Sample and Data Collection  

We take the sample for study the employees of Muslim commercial bank (MCB) and national 

bank of Pakistan (NBP). We collected the date through questioner,108 employees selected of 

both banks(MCB & NBP) but 8 respondent not provide full information.   

 

Measures 

Questionnaire is basically a way helping in investigation of collection data and also for data 

collection. To measure the impact of reward and recognition, supervisor support on employee 

engagement used where case law by (Sheeba, 2015). In this study used the Likert scale strongly 

disagree =1 and strongly agree =5 and five point were given very unlikely =1 and extremely 

likely =5. 

 

RESULT AND DISCUSSION 

Demographic Information: 

Table# 1.1 Gender 

 Frequency Percent Valid Percent Cumulative Percent 

Valid 

Male 
78 78.0 78.0 78.0 

Female 
22 22.0 22.0 100.0 

Total 
100 100.0 100.0  

 

Table # 1.2 Age 

 Frequency Percent Valid Percent Cumulative 

Percent 

Valid 

less than 30 42 42.0 42.0 42.0 

from 31 to less than 40 28 28.0 28.0 70.0 

from 41 to less than 60 30 30.0 30.0 100.0 

Total 100 100.0 100.0  

 



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Table # 1.3 Marital status 

 Frequency Percent Valid Percent Cumulative Percent 

Valid 

Single 
32 32.0 32.0 32.0 

Married 
64 64.0 64.0 96.0 

Separated 
4 4.0 4.0 100.0 

Total 
100 100.0 100.0  

Table # 1.4 Monthly income 

 Frequency Percent Valid Percent Cumulative 

Percent 

Valid 

less than 15000 
1 1.0 1.0 1.0 

16000-35000 
46 46.0 46.0 47.0 

36000 and above 
53 53.0 53.0 100.0 

Total 
100 100.0 100.0  

 

         After review the descriptive analysis of variables such as age, gender, monthly income and 

material status. We found that’s number of male respondent 78% and other remaining 22% 

female respondent. Respondents whose age less than 30 years old 42%, other 31 to 40 year old 

respondent  is 28%  and 30% respondent were 41 to 60 year old. Mostly of the respondent was 

married 64% and single 32%. 

 

 

 



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Table # 2. Correlation 

 Reward supervisor Employee 

Reward 

Pearson Correlation 
1 .484

**
 .316

**
 

Sig. (2-tailed) 
 .000 .001 

N 
100 100 100 

Supervisor 

Pearson Correlation 
.484

**
 1 .564

**
 

Sig. (2-tailed) 
.000  .000 

N 
100 100 100 

Employee 

Pearson Correlation 
.316

**
 .564

**
 1 

Sig. (2-tailed) 
.001 .000  

N 100 100 100 

 

Generally, If the value correlation value more than 1 or 1 this show strongly positive 

relation and the value correlation value less than 1 to 0 this show positive relation.The table 

show that independent variable  reward has positive relationship with dependent variable 

employee engagement but another independent variable also have strongly positive relationship 

with dependent variable. 

Table #03: Variables Entered/Removed
a
 

Model Variables 

Entered 

Variables 

Removed 

Method 

1 Reward
b
 . Enter 

 

Table# 3.1 Model Summary 

Model R R Square Adjusted R 

Square 

Std. Error of 

the Estimate 

1 .316
a
 .100 .091 .72865 



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Table # 3.2 ANOVA 

Model Sum of 

Squares 

Df Mean Square F Sig. 

 

Regression 5.785 1 5.785 10.895 .001
b
 

Residual 52.032 98 .531   

Total 57.816 99    

 

Table # 3.3 Coefficients 

Model Unstandardized 

Coefficients 

Standardized 

Coefficients 

T Sig. 

B Std. Error Beta 

1 
(Constant) 2.602 .371  7.017 .000 

Reward .337 .102 .316 3.301 .001 

 

              In Table 3 we check the independent value of reward impact on employee engagement. Table 

3.1 show that, R squared value of reward has 100% impact on employee engagement that’s mean 

significant value. In table 3.2, The significant value of ANOVA is less than 0.05 which are significant so 

hypothesis is accepted. Table 3.3 show that P-value (significant value ) is .001 that represent the positive 

coefficient correlation between the reward and employee engagement.  

 

Table 04: Variables Entered/Removed 

Mode

l 

Variables Entered Variables Removed Method 

1 supervisor . Enter 

 

Table # 4.1Model Summary 

Model R R Square Adjusted R Square Std. Error of the Estimate 

1 .564
a
 .318 .311 .63429 

  



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RESEARCH LIMITATIONS/FUTURE RESEARCHES 

This research is based on banking sectors. Mixed method approach is not used. Qualitative 

aspects ignored. This research is quantitative. The study has been incorporated only in the job 

sector; rresults may be different if the data is collected from jobless people. The study is limited 

to banking sector. In future research, investigators broadens the scope of the study to different 

sectors.The focus of the present study can be increased if other parts of the population are also 

combined in it like working individuals of manufacturing, telecommunication, industrial and 

other sectors. 

 

 

 

Table # 4.2 ANOVA 

 

Model Sum of Squares Df Mean Square F Sig. 

1 

Regression 
18.389 1 18.389 45.708 .000

b
 

Residual 
39.427 98 .402   

Total 
57.816 99    

 

 

 

Table # 4.3 Coefficients 

Model Unstandardized Coefficients Standardized 

Coefficients 

T Sig. 

B Std. Error Beta 

1 

(Constant) 
2.002 .274  7.316 .000 

supervisor 
.509 .075 .564 6.761 .000 

 

           In Table 4 we check the independent value of supervisor support impact on employee 

engagement. 

          Table 4.1 show that, R squared value of supper visor support has impact on employee 

engagement. In table 4.2, The significant value of ANOVA is less than 0.05 which are significant so 

hypothesis is accepted. Table 4.3 show that P-value (significant value) is .000 that represents the 

positive coefficient correlation between the supervisor support and employee engagement.  



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CONCLUSION 

After the testing the empirical study in MCB bank and National bank of Pakistan, we found that 

reward and recognition has positive impact on employee engagement. While the other 

independent variable supervisor support has also significant impact on employee engagement. 

 

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APPENDICES 

Appendix A: Questionnaire 

PERSONAL DETAILS: 

 Gender: Male (   )     Female (  ) 

 AGE:lessthan30 (  )    From 31 to less than 40 (   ) From 41 to less than 60 (   )      

 Marital Status: Single(  )        Married (   )        Separated (   ) 

 Monthly Income/ Pocket Money: Less than 15000 (  )  16000 – 35000 (  )  36000 

 and above (  ) 

 Occupation: Self-employed/ Business (  )   Professional/ Job Holder (  )  

 

Sr. Reward and Recognition 

 

Strongly 

disagree 

Disagree Neutral Agree Strongly 

Agree   

Q.1 Higher salary and pay raise on 

good performance 

     

Q.2 Satisfied with the 

bonus/tip/reward in the 

organization 

     

Q.3 Satisfaction with the regular and 

systematic financial policies 

regarding the increment and 

other monetary benefits 

     

Q.4 Satisfied with promotional 

opportunities in the organization 

     

Q.5 Satisfaction with recognition on 

good performance 

     

Q.6 Satisfied with the recognition 

from the contribution in the 

organization 

     

 Supervisor Support Strongly 

disagree 

Disagree Neutral Agree Strongly 

Agree   

Q.7 Supervisor encourages on good 

performance 

     

Q.8 Supervisor treats subordinates 

with respect positive things 

about this organization  

     

Q.9 Supervisor keeps employees 

well informed about what is 

going on in the organization 

     

Q.10 Supervisor encourages 

employee career Development 

     

Q.11 Supervisor recognizes the 

potential amongst Employees 

     

Q.12 Positive feedback on 

performance of employees 

     



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by supervisor without any bias 

Q.13 Supervisor is supportive in 

getting the job done 

     

 Employee Engagement Strongly 

disagree 

Disagree Neutral Agree Strongly 

agree   

Q.14 Feel energetic at work      

Q.15 Job is inspiring      

Q.16 Sense of fulfillment after 

completing the work 

     

Q.17 Willing to accept all sorts of 

challenges at work 

     

Q.18 Strong sense of belonging with 

the organization 

     

Q.19 Concerned about the image of 

the organization 

     

 

 

 

Copyrights  

Copyright for this article is retained by the author(s), with first publication rights granted to the 

journal. This is an open-access article distributed under the terms and conditions of the Creative 

Commons Attribution license (http://creativecommons.org/licenses/by/4.0/). 


