This study surveyed nurses" value of reward and recognition level of organizational reward, and measured the fit of both. It also looked into the relationship between the reward fit and attitude of nurses toward their job and organization (job involvement organizational commitment). It was planned to suggest the alternative of a future reward system.
The sample consisted of 625 nurses of 8 private University Hospitals. Data foi- this study was collected from Mar. 25 io Apr. 17 by structured questionnaire.
This study examined the differences of nurses" value of reward by their demographic characteristics, and looked into the relationship between the reward fit and job involvement organizational commitment. Four instruments and a demographic questionnair were used to collect the data. Developed for myself and repaired by panel of judges, the value of reward scale and organizational re-ward scale consisted of 34 items on five points Likert-type scale. Developed by Kanungo and re-paired by panel of judges, the job involvement scale measured overall job involvement on 7 items. The organizational commitment scale was developed by Mowday et al and repaired by panel of judges on 10 items.
The data was analyzed by frequency, percentage. ranking, one-way ANOVA. Pearsons correlation coeffi~ient. Chronbach alpha coefficient, t-test, SNK test, fa~:tor analysis with SPSS/PC+ progra,.Majo r findings are as follows
1. ThE~ mean of nurses" value of reward is 4.243 5 and job content rewards are seen as the most importa;Zt(M=4.5532). The following orders are seen as follows: financial rewards(IV1=4.4181), human realtion rewards(TVI=4.4130), establishment facilities rewards(M=4.1632), professional rewards (M=4.1117), social status or prestige rewards(M= 3.9228), career rewards(M=3.8816). Of 34 indivisual reward factors, the retainment allowance is seen to be thought of as the most important thing.
2. The mean of nurses´ actual reward is 2.6035. The actual reward responded to the most extremely offered i;~ job content rewards. The following orders are seen as follows :human relation rewards(M= 2.9420), financial rewards(h1=2.7682), professional rewardsCM=2.4601), social status or Prestige rewa rds(M=2.3696), career rewards(IL~I=2.3466), establ ishment facilities rewards(M=1.9364). Of 34 indi visual reward factors, medical insurance benefits are felt to be most extremely offered.
3. The mean of fit of reward is -1.6814 and that means actual reward down"t equal the value of the reward. What is offered mostly to nui-ses~ value of reward is human relation rewards. The following orders are seen as follows; job content rewards(1~~1=-1.5938), career rewards(M=-1.6381), social status of prestige rewards(M=-1.6382). financial rewards(M=-1.6836), professional rewards (M=-1.68;14). establishment facilities rewards (M=-2.3130). Of 34 indivisual factors, the item of fered most closely to nurses" value of reward is seen as tl´ie participation in educational programs at the nursing department of the hospital.
4. The mean of nurses" job involvement is 3.198 7 and SD is 0.5667.
5. The mean of murses" organizational commitment is 2.9348 and SD is 0.6124, that is seen as a little lower than job involvement.
6. Significant value of reward differences were found among nurses by their demographic characteristics such as married status. tenure, academic career.
7. The fit of reward was significant related to job involvement and organizational commitment.
When generalizing the result of this study, the value of reward, which nurses consider important and appropriate offers a reward that corresponds to the nurses" value of reward. This increases nur ses" job and organization devotion further, as well as hospi~~al effectiveness. It appears that nurses have recognized that the present reward offered in hospitals down"t come up to their expectations so I think it is urgent to plan and perform the new reward system which is in accorcj with the nurses" reward fit.
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