Home⇛ADMINISTRA Official Research Journal of the BSOA Program⇛vol. 1 no. 1 (2025)

Beyond The Paycheck: A Comparative Study Of Reward Systems For Contractual And Temporary Employees In Public And Private Sectors

Meldred Mae C. Lopez | Crizelle Ann M. Pacis | Jasmin Joy P. Radam | Marc Andrei L. Satulan | Rochelle S. Villasista | Nimpha Amtalao

Discipline: human resource management

 

Abstract:

Reward systems among the employees have long been acknowledged as a crucial tool for enhancing their performance and motivation, yet non-permanent employees, such as contractual and temporary workers often face unequal access to these opportunities compared to permanent employees. This research paper examined and compared the reward systems, and the influence of the reward systems on the level of motivation of the contractual employees and temporary employees in the private and government sectors in Diffun, Quirino. The research adopted a quantitative method, where the survey was conducted among 216 respondents by use of questionnaires. Analyses were done in terms of frequency and percentage distribution, mean, t-test, and ANOVA. As the analysis revealed, reward systems are similarly used by both industries in their employees, but the ones used by private organizations are more flexible and focused on development, which contributes to the increased scores on motivation. Leadership, recognition, and training were more influential rather than monetary rewards. Employees were motivated according to their age, education and length of service and younger and more educated employees emphasized on leadership and recognition whereas longer-term employees emphasized on job stability. Hence, the rewards systems used in the public sector may be redesigned to enhance inclusivity and responsiveness, but the private sector is generally more accommodative and motivative to non-permanent staff. This study suggests that both private and public industries might benefit from embracing more inclusive reward systems that integrate both financial and non?financial elements. Local institutions and government agencies may consider incorporating performance?based and flexible practices that respond to employee contributions and evolving needs. In particular, government organizations might enhance transparency and broaden opportunities for advancement, which could strengthen trust and motivation among non?permanent staff. Policymakers may also explore the establishment of equitable frameworks designed to safeguard and empower contractual and temporary employees, ensuring fair treatment and sustained engagement regardless of employment type.



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