Factors affecting employees’ salaries in Omani public sector

DOI:

https://doi.org/10.36371/port.2021.4.3

Authors

  • Dhiaa Shamki uruk

The study examines the effect of employees’ performance appraisal, gender, age and position
on salaries and extra amounts received by the employees during period of 2011–2017 based on the selected
sample from Ministry of Social Developments in Oman. To achieve the study’s objectives, the study
examines the relationship among the mentioned variables using analyses of descriptive statistics, correlation
analysis and multiple regressions. The study finds that performance appraisal has positive and significant
effect on salary and extra. In presence of employees’ gender, age and position, this effect will be negative
and significant for employees’ salaries and negative and insignificant for extra amounts. As a starting point
for future research, the study adds new empirical evidence to the research body on how to enhance the
performance of employees based on the annual appraisal with their salaries in the public sector.

Keywords:

Performance appraisal, salary and extra amount, gender;, age;, position;, Oman.

[1] Ramzan, M., & Kashif, H.M. (2014). Impact of Compensation on Employee Performance (Empirical Evidence from

[2] Banking Sector of Pakistan). International Journal of Business and Social Science, vol. 5, no. 2, pp. 302-309,

[3] http://dx.doi.org/10.21512/tw.v17i1.1803

[4] Harris, S. M., & Hubbard, A. K. (2018, October 1). JMFT Annual Report 2017. Journal of Marital and Family Therapy.

[5] Blackwell Publishing Inc. https://doi.org/10.1111/jmft.12360

[6] Mirabella, J. W. (1999). Employee preferences for pay systems as a function of personal job inputs and job

[7] characteristics. unpublished doctoral dissertation, Nova southeastern university.

[8] Shamki, D. (2019). The Influence of The Performance Evaluation on Salary. Finance, Accounting and Business

[9] Analysis (FABA), 1(1), 22-32.

[10] MacDonald, K. L., & Griffin, P. M. (1986). Foodborne disease outbreaks, annual summary, 1982. MMWR. CDC

[11] Surveillance Summaries : Morbidity and Mortality Weekly Report. CDC Surveillance Summaries / Centers for Disease

[12] Control, 35(1).

[13] Dr.Ullas Chandra Das, Dr. A. K. M. (2019). Management Concepts and Practices. (Dr. R. R. D. Dr.S..K.Acharya,

[14] Dr.B.R.Mishra, Ed.), UTKAL UNIVERSITY (p. 126).

[15] Cardona, F. (2007). Performance Related Pay in the Public Service In OECD and EU Member States. Sigma Papers, 6.

[16] Frey, B. S., & Jegen, R. (2021). Motivation Crowding Theory: A Survey of Empirical Evidence. SSRN Electronic

[17] Journal. https://doi.org/10.2139/ssrn.203330

[18] Ufuophu-Biri, E., & Iwu, C. G. (2014). Job motivation, job performance and gender relations in the broadcast sector in

[19] Nigeria. Mediterranean Journal of Social Sciences, 5(16), 191–198. https://doi.org/10.5901/mjss.2014.v5n16p191

[20] Shrum, L. J. (2007). The implications of survey method for measuring cultivation effects. Human Communication

[21] Research, 33(1), 64–80. https://doi.org/10.1111/j.1468-2958.2007.00289.x

[22] Messick, D. M., & Mackie, D. M. (1989). Intergroup relations. Annual review of psychology, 40(1), 45-81.

[23] Ohlott, P. J., Ruderman, M. N., & McCauley, C. D. (1994). GENDER DIFFERENCES IN MANAGERS’

[24] DEVELOPMENTAL JOB EXPERIENCES. Academy of Management Journal, 37(1), 46–67.

[25] https://doi.org/10.2307/256769

[26] Frink, D. D., Robinson, R. K., Reithel, B., Arthur, M. M., Ammeter, A. P., Ferris, G. R., … Morrisette, H. S. (2003).

[27] Gender demography and organization performance: A two-study investigation with convergence. Group and

[28] Organization Management, 28(1), 127–147. https://doi.org/10.1177/1059601102250025

[29] Cox, T. H., Lobel, S. A., & McLeod, P. L. (1991). EFFECTS OF ETHNIC GROUP CULTURAL DIFFERENCES ON

[30] COOPERATIVE AND COMPETITIVE BEHAVIOR ON A GROUP TASK. Academy of Management Journal, 34(4),

[31] –847. https://doi.org/10.2307/256391

[32] Thomas, D., & Ely, R. (1996). Making differences matter: A new paradigm for managing diversity. Harvard Business

[33] Review, 74(5), 79–90. https://doi.org/10.1225/96510

[34] Tajfel, H., & Turner, J. C. (1986). The social identity of intergroup behavior. In Psychology and intergroup

[35] relations. (pp. 276–293). Chi- cago: Nelson-Hall.

[36] REID, F. (1987). Rediscovering the Social Group: A Self-Categorization Theory. British Journal of Social

[37] Psychology, 26(4), 347–348. https://doi.org/10.1111/j.2044-8309.1987.tb00799.x

[38] Cleveland, J. N., & Landy, F. J. (1983). The effects of person and job stereotypes on two personnel decisions. Journal

[39] of Applied Psychology, 68(4), 609–619. https://doi.org/10.1037/0021-9010.68.4.609

[40] Lawrence, B. S. (1988). NEW WRINKLES IN THE THEORY OF AGE: DEMOGRAPHY, NORMS, AND

[41] PERFORMANCE RATING. Academy of Management Journal, 31(2), 309–337. https://doi.org/10.2307/256550

[42] Davis, J. H., Schoorman, F. D., & Donaldson, L. (1997). Toward a stewardship theory of management. Academy of

[43] Management Review, 22(1), 20–47. https://doi.org/10.5465/AMR.1997.9707180258

[44] Pallant, J. (2010). SPSS Survival Manual Survival Manual Pallant. McGraw-Hill Education, 361 .

[45] Bateman, T., & Snell, S. (2004). Management. Boston: McGraw-Hill/Irwin.

Shamki, D. (2022). Factors affecting employees’ salaries in Omani public sector. Journal Port Science Research, 4(4). https://doi.org/10.36371/port.2021.4.3

Downloads

Download data is not yet available.