Abstract
This dissertation identified problems that affect the productivity of white collar employees in the public and private sectors of Saudi Arabia. Five objectives were set out: (1) examination of the reward system; (2) determination of a link between reward and performance; (3) assessment of the job satisfaction of employees; (4) search for reinforcements to control absenteeism; and, (5) determination of the extent of nepotism and favoritism. The study acknowledged the rapid economic development prompted by oil wealth and discussed the implications this wealth has fostered in the behavior of white collar employees. The principal finding pointed to the lack of effective reward system in both sectors. Significant differences occurred in the participation, promotion and social compatibility variables. The perceptions of while collar employees in the public establishments were not significantly different from those in the private sector organizations. Findings implied flaws in the reward system in both the public and private sectors, specifically pertaining to lack of positive reinforcements and a poor link between reward and performance. Findings showed an apparent failure to discuss performance appraisal results. Certain behavioral problems were hampering the productivity of white collar employees. These were: complacent attitude among employees; favoritism among superiors; and absenteeism and tardiness. Recommendation. (1) clarify the reward system, with emphasis on non-economic incentives; (2) curb the paternalistic approach; (3) manage employee performance on a daily basis; (4) use MBO as an alternative form of monitoring performance; (5) use incentives to discourage absenteeism and tardiness; (6) publicly campaign against nepotism; and (7) investigate and punish employees guilty of corporate crime. (Abstract shortened with permission of author.).