Article Per Year (5 Year)
p-Index From 2021 - 2026
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This Author published in this journals
All Journal Airlangga Journal of Innovation Management Jurnal Ekonomi Kreatif dan Manajemen Bisnis Digital (JEKOMBITAL)
Ahmad Rizki Sridadi
Faculty of Economics and Business, Universitas Airlangga, Indonesia
Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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Synergy of Reward Systems and Internal Communication: The Mediating Role of Strategy Implementation Yoessy Etna Werdini; Ahmad Rizki Sridadi; Ayu Nilamsari Sagar
Airlangga Journal of Innovation Management Vol. 7 No. 3 (2026): Airlangga Journal of Innovation Management
Publisher : Universitas Airlangga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20473/ajim.v7i3.97167

Abstract

Employee performance is influenced not only by individual capabilities but also by organizational factors that shape how strategies are communicated, implemented, and reinforced. This study aims to synthesize the literature on organizational structure, reward systems, and internal communication, and to develop an integrative conceptual framework explaining their influence on employee performance through strategy implementation as a mediating variable. This study employs a systematic literature review (SLR) approach using the PRISMA framework. Data were collected from reputable scientific articles published between 2009 and 2025, based on predefined inclusion and exclusion criteria. A total of 80 selected articles were analyzed using thematic synthesis to identify patterns of relationships among variables and to develop an integrative conceptual framework. The findings indicate that organizational structure, reward systems, and internal communication significantly influence employee performance both directly and indirectly. Strategy implementation acts as a mediating mechanism that strengthens these relationships. Furthermore, these three factors interact and function as an integrated system in shaping optimal employee performance. This study contributes to the literature by integrating these organizational factors into a unified conceptual framework and highlighting the mediating role of strategy implementation in explaining their relationships with employee performance.
Target and Reward Systems and Their Impact on the Performance of Marketing Employees in the Banking Industry: A Systematic Literature Review Boby Irawan Santosa; Ahmad Rizki Sridadi
Jurnal Ekonomi Kreatif dan Manajemen Bisnis Digital Vol 4 No 4 (2026): MEI
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/jekombital.v4i4.1211

Abstract

Banks worldwide rely on quantitative sales and cross-selling targets, supported by financial and non-financial reward systems, to direct the effort of marketing and frontline employees. Evidence remains mixed on whether these instruments enhance performance or generate pressure, dissatisfaction, and dysfunctional behavior, and this evidence remains scattered across the human resource management, marketing, and banking literatures. This article reports a systematic literature review (SLR) of peer-reviewed research published between 2022 and 2026 that examines the relationship between target-setting practices, reward and incentive systems, and the performance of marketing and sales-oriented employees in banking and closely comparable financial-service settings. Following a transparent, artificial-intelligence-assisted review protocol, 31 journal articles indexed in Scopus, Web of Science, ScienceDirect, and equivalent high-quality databases were retrieved, screened against explicit eligibility criteria, and thematically synthesized. Six recurring themes emerged from the corpus: target systems as performance drivers and sources of pressure; reward systems, incentives, and motivation; the interplay between targets, rewards, and job satisfaction; sales performance and marketing productivity in banking; the risks associated with excessive targets and poorly designed reward systems; and the strategic implications for banking human resource management and performance management. Well-calibrated, transparent, and equitable target-reward systems enhance motivation and productivity, while rigid or inequitable systems increase stress and turnover risk.
Co-Authors Ayu Nilamsari Sagar Boby Irawan Santosa Yoessy Etna Werdini