A Systematic Review of Employees’ Perception of Fairness Rewards and Their Reaction to Perceived Fairness/Non-Fairness

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Abstract Working in teams has become a common practice in today’s organizations. More and more companies have been embracing the mode of working when employees pursue organizational goals as a team. With this way of working, team-based rewards have become a significant point of concern for both organizations and employees. Many organizations struggle with the logic of providing team-based rewards, while employees are concerned with the fairness of rewards they receive when working in teams. The following is a systematic review that investigates the perception of fairness of team-based rewards according to employees working in teams and their reactions to this perceived fairness or lack of it. The findings of this systematic review demonstrate that team-based rewards continue to be significant in organizations. They provide a substantial amount of benefits that include increased staff motivation, commitment, productivity, and performance. Consequently, it influences the overall organizational performance. However, to achieve fairness, it is vital that the team- based rewards provided by participants receive a substantial amount of fairness perception by employees. Employees are able to demonstrate the same by assessing the trust levels in the rewards, as well as the related sense of equity. The recommendations for future studies include the following. First, there is a need to have more studies using specified examples of team-based rewards to investigate employees’ perceptions of fairness. Second, there is a need to conduct qualitative studies to gain an in-depth insight into the topic. Finally, there should be more studies engaging a more diversified and larger sample population.

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