Rewarding employees in turbulent economies for improved organisational performance: Exploring SMEs in the South-Eastern European region

Prouska, Rea and Psychogios, Alexandros and Rexhepi, Yllka (2016) Rewarding employees in turbulent economies for improved organisational performance: Exploring SMEs in the South-Eastern European region. Personnel Review, 45 (6). pp. 1259-1280. ISSN 0048-3486

Text (Paper in Rewards in SMEs published in Personnel Review)
Prouska PsychogiosRexhepi - Personnel Review.pdf - Accepted Version

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Purpose: This study explores the application of total reward practices in small and medium-sized enterprises (SMEs) in the South-Eastern European (SEE) region and the reward elements positively affecting organisational performance.
Design/Methodology/Approach: The sample consists of 199 SMEs operating in SEE countries which are either under economic crisis or transition: Greece, Bulgaria, Romania, Albania, Kosovo and the Former Yugoslav Republic of Macedonia (FYROM).
Findings: SMEs in the SEE region are implementing a total rewards model which is characterised by a weaker application of individual aspects and by a stronger application of transactional, relational and communal aspects. Within the communal aspects of the model, our study found three elements of the work environment that positively affect organisational performance; work-life balance, employee involvement voice mechanisms, and organisational culture supporting personal and professional development.
Practical implications: Our study contributes to HR practice; we found that a better work environment is positively related to improved organisational performance in these SMEs. This means that in times of economic crisis or transition when HR budgets are limited such non-financial strategies can be a viable alternative to costly financial rewards to such organisations.
Originality/value: The study contributes to both theory and HR practice by shedding light on how employee rewards are affected in economies under crisis and transition, how SMEs can motivate their employees when faced with significant financial limitations, as well as explores which reward elements can lead to enhanced organisational performance in such organisations.

Item Type: Article
Identification Number:
November 2016Published
1 February 2016Accepted
Subjects: CAH17 - business and management > CAH17-01 - business and management > CAH17-01-05 - human resource management
Divisions: Faculty of Business, Law and Social Sciences > Birmingham City Business School
Depositing User: Alexandros Psychogios
Date Deposited: 06 Jul 2017 13:23
Last Modified: 22 Mar 2023 11:49

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