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WORKPLACE HARMONY IN 

MANUFACTURING COMPANIES IN PORT 

HARCOURT, RIVERS STATE, NIGERIA 

Adim, Chidiebere Victor 

David, Gabby Okwudiri 

 



European Journal of Human Resource   

ISSN 2520-4697 (online)   

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RECOGNITION-BASED REWARD AND WORKPLACE 

HARMONY IN MANUFACTURING COMPANIES IN PORT 

HARCOURT, RIVERS STATE, NIGERIA 

 

Adim, Chidiebere Victor  

Doctoral Candidate, Department of Management, Faculty of Management Sciences, Rivers State 

University, Nkpolu-Oroworukwo, Port Harcourt, Nigeria. 

adimcvictor@gmail.com 

David, Gabby Okwudiri 

Doctoral Candidate, Department of Management, Faculty of Management Sciences, Rivers State 

University, Nkpolu-Oroworukwo, Port Harcourt, Nigeria. 

davidogabby@gmail.com 

 

ABSTRACT 

Purpose: This study investigated the relationship between recognition-based reward and 

workplace harmony in manufacturing companies in Port Harcourt, Rivers State, Nigeria.  

Methodology: The study adopted the cross-sectional survey in its investigation of the variables. 

Primary source of data was generated through self- administered questionnaire. The target 

population of this study consists of 253 employees of 7 manufacturing companies in Port 

Harcourt, Rivers State, Nigeria. The sample size of 151 was determined using Taro Yamane 

sample size formula. The reliability of the instrument was achieved by the use of the Cronbach 

Alpha coefficient with all the items scoring above 0.70. Data generated were analyzed and 

presented using both descriptive and inferential statistical techniques. The hypothesis was tested 

using the Spearman’s Rank Order Correlation Statistics. The tests were carried out at a 95% 

confidence interval and a 0.05 level of significance.  

Findings: The study findings revealed that there is significant relationship between recognition-

based reward and workplace harmony in manufacturing companies in Port Harcourt, Rivers 

State, Nigeria. 

Recommendation: The study recommends that management of manufacturing firms should be 

keen on the use of Recognition-based because it has proven to be a way of motivating 

employees. Implementing recognition-based programs would create a positive work 

environment, followed by reinforcing positive behaviours and motivating high performance. 

Keywords: Recognition-Based Reward, Workplace Harmony, Manufacturing Companies 

 

 

 

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INTRODUCTION 

Organizations are established with predetermined aims and objectives towards which efforts and 

resources are channelled to attain. The drivers of such organization are the key players – the 

managers and the subordinates, who constitute the workforce. The relationship between these 

human factors in the production chain determines the extent to which these aims and objectives 

are met. A harmonious work environment is critical to the success of an organization, especially 

the construction sector. Managers of both the private and public sectors are faced with the 

challenge of ensuring workers’ satisfaction, commitment and loyalty, increasing productivity 

level and most importantly, sustaining harmony and mutual trust in the workplace.  

Workplace harmony refers to a friendly and cooperative agreement on working relationships 

between employers and employees for their mutual benefit (Otobo, 2005; Osad & Osas, 2013). 

According to Puttapalli and Vuram (2012), workplace harmony is concerned with the 

relationship between management and employees with respect to the terms and conditions of 

employment and the work place. In effect, it is a situation where employees and management 

cooperate willingly in pursuit of the organization’s aims and objectives. Industrial harmony in its 

ideal form, presupposes an industry in a condition of relative equilibrium where relationship 

between individuals and or groups are cordial and productive. Sayles and Strauss (2009) assert 

that with the inevitable differences among groups within an organization, conflict and differing 

objectives permeate modern organizations. This type of conflict prevents the existence of 

workplace harmony which reflects a state of organizational instability (Sayles & Strauss, 2009). 

On the other hand, Hanson (2006) opines that workplace harmony represents absence of strike 

by industrial unions in organization which is bound to result in effective and efficient 

organization. Workplace harmony enhances labour productivity and in turn improves 

performance in organizations, achieving economic growth, and enhancing living standards and 

quality of life. It creates a peaceful working environment conducive to tolerance, dialogue and 

other alternative (to strike) means of resolving industrial or labour disputes in Nigeria (such as 

negotiation, mediation, arbitration, conciliation and litigation or court adjudication). This creates 

a high level of employee satisfaction. A means of achieving this is through recognition-based 

rewards. 

Motivating employees is a challenge and keeping employees motivated an even greater challenge 

(Levy, 2013).  Today, organizations are under intense pressure to identify and implement 

programs that will prove effective in improving employee productivity (Deci, 2013).  It is no 

longer enough to increase salaries and expect increased performance; it   is more complex than 

that (George & Jones, 2013). Employees not only want good extrinsic compensation on the work 

but also want to be praised and valued for the efforts they put in on the work. Employee 

recognition is a judgment on a worker's contribution, in terms of the work process as well as 

dedication and motivation. It also involves evaluating and acknowledging the results of this 

work. In short, it looks at the unique contribution of each worker and stresses the value of his or 

her professional expertise and experience. By creating a culture of recognition, employees 

become more engaged. Engaged employees are happy, loyal, and productive. Everyday there is 

an opportunity to recognize someone for their service without spending a lot of money. Informal 

rewards are the icing on the cake that keeps employees motivated, engaged, and coming back for 

more. But it is also essential to study and understand the extent to which the above mentioned 

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factors have an impact on the work force considering all the positive and negative effects 

appreciations have on individual and organizational growth (Baskar &  Rajkumar,  2013). 

Effective reward management can help an organisation to achieve its business objectives by 

attracting and retaining competent people. However, the factors that prove to employees that 

their contributions are recognised, lies in a more informal approach to recognition, a key focus 

which is to make employees feel appreciated and valued (Deeprose, 1994). Effective recognition 

enhances employee motivation and increases employee productivity all of which contribute to 

improved organisational performance (Deeprose, 1994). Baron (1983) argues that there is a close 

relationship between motivation and job performance. The purpose of the study therefore was to 

examine the relationship between recognition-based reward and workplace harmony in 

manufacturing companies in Port Harcourt, Rivers State, Nigeria.This study was guided by the 

research question: What is the relationship between recognition-based and reduced level of 

grievance manufacturing companies in Port Harcourt, Rivers State, Nigeria? 

 

 

 

 

 

 

 

Fig.1 Conceptual framework for the relationship between and recognition- based reward and 

workplace harmony  

Source: Author’s Desk Research, 2020 

The framework takes a linear relationship between the predictor variable on the left hand side 

and the criterion variable at the right hand side. The conceptual framework shows that workplace 

harmony is a function of recognition-based reward. From the conceptual framework, 

organizational effectiveness is the predictor variable and is measured by the level of reduced 

grievance. In the same vein, recognition-based reward is the predictor variable. 

LITERATURE REVIEW 

Theoretical Foundation  

Need and Fulfillment Theory  

Need/fulfillment theory was propounded by Lawler, (1973) where he stated that the basic 

happiness of workers is in satisfying their needs and demands (Celik, 2011). Need/Fulfillment 

theorists believed that employee’s satisfaction is a function of how much of a reward or outcome 

they are receiving for their work (Chepkwony & Oloko, 2014). This suggests that the supporters 

of this theory measure satisfaction in terms of rewards that a person receives or the extent to 

which his/her needs are met. The concern of this theory is that satisfaction is depended on how 

much of a given outcome or group of outcomes an employee receives (Lawler, 1994). Hence, 

Recognition-Based 

Reward 
Workplace Harmony 

Reduced Level of 

Grievance 

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Lawler (1994) argues that satisfaction is determined by the differences between the actual 

outcome a person receives (for example, rewards) and some other outcomes levels. In other 

words, employees become dissatisfied when what they receive as compensation is low compared 

to other outcome levels. 

The weakness of this theory is that the theorists fail to take into account the individual-difference 

factors of a person. According to Lawler (1994) the individual difference factor has to do with 

how people feel about what they receive and what outcomes they feel they should receive for the 

work done. For example, an employee who expects to be paid more for his/her job is more likely 

to be dissatisfied than someone who feels that he is paid adequately for his work. Individual-

difference factors suggest that the fulfillment-theory approach to job satisfaction is not effective; 

since this approach fails to take into account differences in people’s feelings about the outcomes 

they should receive (Lawler, 1994). Thus, the inadequacy of this theory is that job satisfaction is 

not only a function of what an employee receives, but in addition what he feels he should receive 

as there could be a variance in the actual and expectations of employees. 

Recognition-Based Rewards  

The type of reward practices used by an organization plays an important role in motivating 

employees to perform (Beer & Walton, 2014). This ultimately affects the performance of the 

organization (Hansen, Smith & Hansen, 2012). Based on decades of research on operant 

conditioning and behaviour modification, it is commonly believed that if rewards are used 

effectively, they can motivate individuals to perform at higher levels, and the use of proper 

rewards culminates in firm performance at the organizational level (Giancola, 2011). 

The hygiene-motivator distinction clearly maps onto the reward-recognition distinction. In fact, 

Herzberg himself made this point: In his motivation–hygiene theory, Herzberg stated that work 

motivation is largely influenced by the extent to which a job is intrinsically challenging and 

provides opportunities for recognition and reinforcement (Giancola, 2011). In other words, 

reward represents the application of hygiene factors, and recognition represents the application 

of motivator factors (Allen & Helms, 2011).  

Positive reinforcement for workers often takes the form of tangible rewards as well as 

recognition and praise. A combination of recognition and rewards, along with informal praise, is 

likely to be the most motivational (Kinicki & Kreitner, 2016). In his popular book 1001 Ways to 

Reward Employees, Bob Nelson as cited by Giancola (2011), concluded that rewards must have 

a positive impact on performance, and he found that the most desired form of reward by 

employees was verbal appreciation or praise by their immediate boss.Many organizations have 

formal recognition and reward programs and these recognition programs usually include rewards 

because good performers are recognized with rewards (Deci, 2013). Among the rewards given 

are plaques, gift cards, jewelry and on the spot cast awards (Allen &Helms, 2011). More 

sophisticated recognition programs recognize behaviour that supports organizational values, so 

the awards are a reminder of what is important to the company (Aguinis, 2012). Teams, as well 

as individuals should receive recognition to enhance motivation (Riggio, 2014). As with most 

motivation and retention programs, recognition and rewards must be carefully planned, 

otherwise they may backfire and lose money for the company (Kinicki and Kreitner, 2016). 

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Increasingly, it has become clear that the battle for talent involves much more than highly 

effective, strategically designed compensation and benefit programs. While these programs 

remain critical, the most successful companies have realized that they must make a much broader 

look at the factors involved in attraction, retention, and motivation (Giancola, 2011) And they 

must deploy all of the factors—including compensation and benefits—to their strategic 

advantage (Hansen, Smith & Hansen, 2012). Praising workers for good performance is a major 

type of informal recognition (Allen & Helms, 2011). Although praise costs no money and only 

requires a few moments of time, many workers feel that they do not receive enough praise 

(Aguinis, 2012) managers therefore have a good opportunity to increase motivation by the 

simple act of praising good deeds (Kinicki & Kreitner, 2016). 

Rewards reflect both personal and institutional goals, and stand to assist an understanding of 

what directs both individuals’ engagement and workplace affordances (Allen & Helms, 2011). In 

this way, rewards capture the goals for both workplace and personal trajectories, and permit a 

consideration of the degree to which there is consonance between these trajectories (Judge and 

Ferris, 2013). Hence they richly inform the relational interdependence between the personal and 

social. In general, there seems to be agreement that recognition and rewards are important 

motivators for individual and for organizational performance (Hansen, Smith and Hansen, 2012). 

Workplace Harmony 

Industrial amicability alludes to a situation of peace in relative sense in any industrial 

organization, which includes; nonappearance of strikes, and doubt among work gatherings or 

unions, tranquil relationship amongst unions and administration of the organization, and 

additionally representative positive view of his or her commitment as member not as subject 

inside the organization. Industrial harmony is an exceptionally basic element of organizational 

profitability and execution.  Industrial agreement in its optimal structure, presupposes an industry 

in a state of relative balance where relationship amongst people as well as gatherings are 

heartfelt and profitable. Sayles and Strauss (1981) noticed that with the unavoidable contrasts 

among gatherings inside an organization, struggle and varying destinations saturate cutting edge 

organizations. This kind of contention keeps the presence of industrial agreement which mirrors 

a condition of authoritative shakiness (Sayles and Strauss, 1981). Furthermore, as Hanson (1972) 

noted, industrial agreement speaks to nonappearance of conflict by industrial unions which will 

undoubtedly bring about viable and proficient organization.  

Recognition-Based Reward and Workplace Harmony 

Aktar, Sachu and Ali (2012) contend that nonmonetary incentives which are represented by 

recognition, learning opportunities, challenging work and career advancement, have been found 

to be an effective tool in motivating workers and consequently increase their performance. This 

incentive is highly appreciated probably due the opportunity it offers in terms of skill 

development of the workers which in the long run could be translated to higher monetary reward. 

According to Sajuyigbe, Olaoye and Adeyemi (2013), if effective rewards and recognition are 

implemented within an organization, favorable working environment is produced which 

motivates employees to excel in their performance. On the other hand rewards also play a vital 

role in determining the significant performance in job and it is positively associated with the 

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process of motivation. This is according to finding by Njanja, Maina, Kibet and Njagi (2013) 

who stipulated that, wage differential between high and low income earners has a strong 

relationship with morale, lack of commitment and low productivity by employees.  

Ajmal, Bashir, Abrar, Khan and Saqib (2015) found out that, employees will give their 

maximum when they are certain of reward of their efforts by the management. According to him, 

among all those factors which affect employee performance, motivation that comes with rewards 

is of utmost importance. External rewards can be in terms of salary/ pay, incentives, bonuses, 

promotions, job security, etc. Intrinsic rewards are intangible rewards or psychological rewards 

like appreciation, meeting the new challenges, positive and caring attitude from employer and 

job rotation after attaining the goal. Research has proven that, when human being are appreciated 

and praised they tend to improve their performance (Sajuyigbe et al., 2013). Therefore 

recognition by rewards can be used to improve performance by setting targets in relation to the 

work given e.g. surpassing some sales targets. When the employee surpasses their target, he or 

she can be given an additional amount to their salary this will make them strive to achieve more. 

Personalizing rewards is another effective way of increasing workers output (Ajmal et al., 2015). 

This is because when rewards tend to be so general, employees do not value them. Organizations 

therefore can use rewards to improve employee performance by incorporating appraisal or 

promotion for employees who have a good record of performance (Ajmal et al., 2015). 

An investigation of compensation factors and job satisfaction of doctors in Pakistan by Yaseen 

(2013) showed that recognition and pay are factors of compensation management which have 

direct effect on doctors’ job satisfaction among doctors in Pakistani hospitals. Similarly, Tausif 

(2012) investigated the relationship between non-monetary rewards and job satisfaction among 

teachers in public schools in Pakistan. The study used 200 samples (teachers) that were randomly 

selected for the survey. The respondents showed that non-financial rewards such as recognition 

and job security were the most powerful predictors of job satisfaction. 

Study by Alam, Waseef and Murad (2015) on reward and recognition priorities of three public 

sector universities’ teachers for their motivation and job satisfaction in Khyber Pakhtunkhwa, 

Pakistan. Data was collected from 90 university teachers and was analyzed by using Pearson’s 

correlation coefficient and the result revealed that the teachers ranked recognition fist followed 

by promotion respectively for their motivation and job satisfaction. This study also revealed that 

salary and relationship with departmental heads are also moderately related to teacher’s 

motivation and job satisfaction. 

This study thus hypothesized that:  

Ho1: There is no significant relationship between recognition-based reward and reduced 

level of grievance manufacturing companies in Port Harcourt, Rivers State, Nigeria. 

METHODOLOGY 

The study adopted the cross-sectional survey in its investigation of the variables. Primary source 

of data was generated through self- administered questionnaire. The target population of this 

study consists of 253 employees of 7 manufacturing companies in Port Harcourt, Rivers State, 

Nigeria. The sample size of 151 was determined using Taro Yamane sample size formula. The 

simple random sampling technique was adopted in arriving at the sample size. The instruments 

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were validated by experts in the field and supervisor’s scrutiny. The reliability of the instrument 

was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. 

Data generated were analyzed and presented using both descriptive and inferential statistical 

techniques. The hypotheses were tested using the Spearman’s Rank Order Correlation Statistics. 

The tests were carried out at a 95% confidence interval and a 0.05 level of significance. 

DATA ANALYSIS AND RESULTS 

Bivariate Analysis  

The level of significance 0.05 was adopted as a criterion for the probability of accepting the null 

hypothesis in (p> 0.05) or rejecting the null hypothesis in (p <0.05). 

Table 1Correlations Matrix for Recognition/Rewards and Industrial Harmony 

 

Source: Research Data 2019 and SPSS output version 23.0 

              Ho1: There is no significant relationship between recognition/rewards and reduced 

level of grievance in manufacturing companies in Port Harcourt, Rivers State, Nigeria. 

From the result in the table above, the correlation coefficient (rho) shows that there is a 

significant and positive relationship between recognition-based and reduced level of grievance.  

The correlation coefficient of 0.718 confirms the magnitude and strength of this relationship 

and it is significant at p 0.000<0.01. The correlation coefficient represents a high correlation 

between the variables. Therefore, based on empirical findings the null hypothesis earlier stated 

is hereby rejected and the alternate upheld. Thus, there is a significant relationship between 

 

Recognition-

based Reward 

Reduced level 

of grievance 

Spearman's 

rho 

Recognition-based 

Reward 

Correlation Coefficient 1.000 .718** 

Sig. (2-tailed) . .000 

N 134 134 

Sig. (2-tailed) .000 .000 

N 134 134 

Reduced level of 

grievance 

Correlation Coefficient .718** 1.000 

Sig. (2-tailed) .000 . 

N 134 134 

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recognition-based rewards and reduced level of grievance in manufacturing companies in Port 

Harcourt, Rivers State, Nigeria. 

DISCUSSION OF FINDINGS 

The hypotheses tested the relationship between recognition-based reward and workplace 

harmony in manufacturing companies in Port Harcourt, Rivers State, Nigeria. The study findings 

reveal that there is a significant relationship between recognition-based reward and workplace 

harmony in manufacturing companies in Port Harcourt, Rivers State, Nigeria. This finding 

agrees Gerald and Dorothee (2004); Rehman, Khan,Ziauddin and Lashari (2010) who argued 

that employees will be well motivated and will perform well if they are rewarded (Markova & 

Ford, 2011). There is a direct relationship between employee rewards and job performance. If the 

employees are rewarded, then the performance will increase. In this way, the employees think 

that they are being valued. Rewards systems can attract the right behaviour and outcomes in 

company (Manas & Graham, 2003). Therefore the employees will adopt that kind of behaviour 

that will lead them to better performance and rewards. As a result he employees will start 

working harder which is very beneficial for the organizations and the workers themselves. So 

even in the long run, the organizations will generate positive results and gain more (Torrington, 

Hall, Taylor & Atkinson, 2009). 

Furthermore, the study agrees with Saunderson (2004) that employees not only want 

compensation but also need to be valued by their supervisors. It will increase employees’ morale. 

Employees will be well motivated if they are recognized by the supervisors. Recognition means 

valuing and caring about the employees contributions. It is essential for the companies to 

recognize their employees (McGregor, 1960). Other studies show that it is better to recognize 

employees rather than give incentives (Deci & Ryan, 2000). Employee recognition involves both 

monetary as well as non-monetary programs McAdams (1995). The example of employee 

recognition involves writing their names in the company’s newsletter, letters of commendation, 

extra time off and verbal appreciation. This is a form of caring and appraising the employees. 

The non-monetary awards are more motivating than the financial award (Serino, 2002). In this 

way, the employees think that they are being valued. 

CONCLUSION  

Recognition programmes have the purpose of keeping employees motivated and productive and 

are seen to be effective methods of reinforcing company expectations and goals. Recognition-

based significantly influences rewards workplace harmony in manufacturing companies in Port 

Harcourt, Rivers State, Nigeria. 

RECOMMENDATION 

i. The study recommends that management of manufacturing firms should be keen on 

the use of recognition-based because it has proven to be a way of motivating 

employees. Implementing recognition-based programs would create a positive work 

environment, followed by reinforcing positive behaviours and motivating high 

performance. 

ii. Management of manufacturing firms should adopt more recognition-based reward by 

organizing periodic recognition of performing employees whose picture would be 

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displayed at strategic entrances of the company. This would serve as a motivation for 

improved performance 

iii. Management of manufacturing firms should give out rewards to its outstanding teams 

as well as individuals to enhance motivation using items such as plaques, gift cards, 

jewelry and on the spot cast awards.  

 

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