Journal of Human Resource Management

| Peer-Reviewed |

Reward Management Strategies and Employee Performance in Selected Universities in Nakuru County, Kenya

Received: 12 August 2018    Accepted: 21 September 2018    Published: 06 November 2018
Views:       Downloads:

Share This Article

Abstract

Motivation plays an important role in increasing employee job satisfaction resulting in improving organizational performance. The background of the study tries to explain the motivators, both financial and non-financial. With support from empirical studies, there is a perplexing issue on what actually motives employees. The objective of the study was to establish the relationship between motivational strategies and employee performance in Kenyan universities. The specific objectives were to determine the effect of financial rewards on employee performance, to determine the effect of non-financial rewards on employee performance and to determine the combined effect of financial and non-financial rewards on employee performance. The study adopted a descriptive survey design targeting 620 lecturers in two universities in Kenya namely; Egerton and Kabarak Universities. Proportionate stratified sampling technique was used to select a sample size of 171 Lecturers. Primary data was collected using a questionnaire. Collected data was analysed using both regression and correlation analysis. The result established that there is a strong positive statistical association between combined effect of financial and non-financial rewards on employees’ performance. The study concludes that financial rewards have an implication on employee performance.

DOI 10.11648/j.jhrm.20180603.12
Published in Journal of Human Resource Management (Volume 6, Issue 3, September 2018)
Page(s) 95-102
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Motivation, Strategies, Performance

References
[1] Sahoo, C. K, & Mishra, S. (2012) Performance management benefits organizations and their employees. Human Resource Management Digest. Vol. 20, Issue 6, pp 3-5.
[2] Perry, J. L., Mesch, D., & Paarlberg, L. (2006) ‘Motivating Employees in a New Governance.
[3] Ryan, R. M. (2011). Self-determination theory and the facilitation of intrinsic motivation, social development and well. American Psychologist, 55(1), 68-79.
[4] Kayode, A. Y. 1973. “Beefing up workers productivity.” The Quarterly Journal of Administration, 9: 9-15. Kulkarni, P. 1983. Organizational Behaviour and Human Decision Processes. New Delhi: McCoy Hill.
[5] Nwachukwu, C. C. (2004). “Effective Leadership and productivity. Evidence from a national survey of industrial organization”. African Journal for the study of Social issues, 1:38-46.
[6] Odunlade, R. O (2012) Employee Benefits and its Effect on Employee Productivity. A Case Study of First Bank Nigeria PLC. Uyo Branch. Library, Philosophy and Practice. http://unlib.unl.edu/LPP/. Accessed on 27/06/2016.
[7] Adelabu. (2005). Teacher motivation and incentives in Nigeria.
[8] Chepkilot, R. K. (2005). The development of motivational strategies for public sector workers in Kenya. Un Publish thesis submitted to Nelson Mandela University. South Africa.
[9] Armstrong, Reilly, P., & Brown, D., (2011). Increasing the effectiveness of reward Management, Employee Relations, Emerald Group, (33), 2, 106-120.
[10] Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th Ed. London Philadelphia New Delhi.
[11] Qureshi, M. I., K. Zaman and I. A. Shah, 2010. Relationship between Rewards and Employees’. Performance in the Cement Industry in Pakistan. Journal of International Academic Research, 10:19-29.
[12] Rutherford, D. G. (1990). Hotel Management and Operations. New York, NY: Van Nostrand Reinhold.
[13] Bishay, A. (1996). Teacher motivation and job satisfaction: a study employing the experience sampling method. Journal of Undergraguate Sciences, 3, 147-154.
[14] Mustafa, M., & Othman, N. (2010). The effect of work motivation on teacher’s work performance in Pekanbaru senior high schools, Riau Province, Indonesia. SOSIOHUMANIKA, 3(2), 259-272.
[15] Kaiser L. C. (2002) Job Satisfaction: A Comparison of Standard, Non Standard, and Self-Employment Patterns across Europe with a Special Note to the Gender/Job Satisfaction Paradox, EPAG Working paper, 27.
[16] Armstrong, M. & Murlis, H. (2007). Reward Management: A handbook of remuneration strategy and practice. Revised 5th Edition. Kogan Page Limited.
[17] Kelly, T. G. (2010). Recognition and Reward…it takes more than just a pay check. http//www.orcpa.org/pressroom/hotnews/employeerewards.htm. Accessed, March 5th 2016.
[18] Lawler, E. E. (1981). Pay and organization development. Reading, MA: Addison-Wesley.
[19] Dessler, G. (2008). Human Resource Management. New Jersey. Pearson Prentice-Hall.
[20] Finkle, L. (2011). Motivating Employee Performance Through Year End Bonuses. Retrieved from http://ezinearticles.com on 20/06/2016
[21] Pratheepkanth, P. (2011). Reward System and Its Impact on Employee Motivation in Commercial Bank of Sri Lanka Plc, In Jaffna District. Global Journal of Management and Business Research, Vol.11, No.4, 85-92.
[22] Srivastava, A., Locke, E. A. and Bartol, K. M. (2001) ‘Money and Subjective Well-Being it is Not The Money, it’s the Motives’, Journal of personality and Social Psycholoy, 80, pp.959-917.
[23] Nadeem, M., Rana, M., Lone, A., Maqbool, S., Naz, K., & Ali, A. (2011). Teacher’s competencies and factors affecting the performance of female teachers in Bahawalpur (Southern Punjab) Pakistan. International Journal of Business and Social Science, 2(19), 1-6.
[24] Amalki, M. J., FitzGerald, G., & Clark, M. (2012). The relationship between quality of work life and turnover intention of primary health care nurses in Saudi Arabia. BMC health services research, 12(1), 314. http://dx.doi.org/10.1186/1472-6963-12-314 Retrieved on 26/3/2016.
[25] De Cenzo, D. A. & Robbins, S. P. (1996). Human Resource Management. (5th. ed.)John Wiley & Sons.
[26] Rynes, S. L., Bang, G., Kathleen, A. M., (2004). The importance of pay in employee motivation; Discrepancy between what people say and what they do. Human Resource Management, Winder, 43 (4): 381 – 394.
[27] Furnham, A., & Argyle, M. (1998). The psychology of money. New York, NY: Routledge.
[28] Olajide, A. (2000). Getting the best out of the employees in a developing economy. A Personnel Psychology Guest Lecture Series. Department of Guidance and Counselling, University of Ibadan, Nigeria.
[29] Khan, K. U., Farooq, S. U., & Ullah, M. I. (2010). The relationship between rewards and employee motivation in commercial banks of Pakistan. Research Journal of international studies, 14, 37-52.
[30] Hafiza, N., Shah, S., Jamseheed, H., & Zamam, K. (2011). Relationship between Rewards and Employee Motivation in the Non-Profit Organization of Pakistan. Business Intelligence Journal, 4(2), 327-334.
[31] Agrawal, S. (2010). Motivation and Executive Compensation. The IUP Journal of Corporate Governance , 9, (Nov. 1 & 2), 27-46.
[32] Doeringer, P. B &. Piore, D. J. (1971). Internal labour markers and manpower analysis. Heath, Lexington M. A.
[33] Pigors,P.& Myers, A. C. (1989). Personnel Administration, A point of view and method, 9th Ed. New York. McGraw Hill Book Company.
[34] Jacoby. S. M. (1984). Employing bureaucracy: Manager, Unions and the employees.
[35] Morishima, M. (1996). The evolution of white-collar human resource management in Japan. Advances in industrial and labor relations, 7, 145-176.
[36] Aamodt, M. G. (2007) Industrial / Organizational Psychology: An Applied Approach, Fifth Edition, Thomas Learning Inc., Belmont CA.
[37] Joseph, K., & Kalwani, M. U. (1998). The role of bonus pay in sales force compensation plans. Industrial Marketing Management, 27: 147-159.
[38] Sturman, M. C., & Short, J. C. (2000). Lump-sum bonus satisfaction: testing the construct validityof a new pay satisfaction dimension. Personnel Psychology, 53: 673-700.
[39] Frey, B. S., & Jegen, R. 2001. Motivation Crowding Theory. Journal of Economic Surveys, 15(5): 589-611.
[40] Appiah, K. O., Boamah, G. K., Baryeh, D. O., Browne, N., Ferkah, A. T. and Marku-Ablerdu, T. (2013), Views of Employees on Training and Development; A Case Study of Opportunity International Savings and Loans International (Online) http://ir.csuc.edu.gh: 8080/xmlui (Accessed on February 20, 2016).
[41] Ambetsa, A. (2006). Contribution of technical and vocational training to sustainable development. A paper presented during the 4th Annual International Conference on Resource Utilization for Sustainable Growth and Development in the 21stcentury: Kenya.
[42] Birungi, J. K. (2002). Approaches of Academic staff development and the perceived Performance of lecturers at Uganda Martyrs University. Unpublished Masters (of Educ. Admin. & Mgt.) dissertation, Makerere University, Kampala, Uganda.
[43] Crawshaw, J. R. (2006). Justice, source and justice content, evaluating the fairness of organizational career management practices, 16(1), 98-120.
[44] Kiriri, P. & Gathuthi, E. (2009). Managing performance in Kenyan higher education institutions. Application of the Balanced Scorecard, Management Digest. Vol.1 pp 514-526.
[45] Alam, M., & Farid, S. (2011). Factors affecting teachers’ motivation. International Journal of Business and Social Science, 2(1), 298-304.
[46] Kalim U. K., Syed U. F & Muahmmad I. U. (2010), ‘The Relationship between Rewards and Employee Motivation in Commercial Banks of Pakistan’, Research Journal of International Studies, 14, pp 70-72.
[47] Wan, H., Sulaiman, M., & Omar, A. (2012). Procedural justice in promotion decision of managerial staff in Malaysia. Asia Pacific Business Review, 18(1), 99-121. doi:10.1080/13602380903424167.
[48] Khalid, S. & Irshad, M. Z. & Mahmood, B. (2011). Job Satisfaction among Academic Staff: A Comparative Analysis between Public and Private Sector Universities of Punjab, Pakistan. International Journal of Business and Management, 7(1), 126-136.
[49] Siu, O. l., Lu, J. F., Brough, P., Lu, C. Q., Bakker, A. B., Kalliath, T. & Lo, D. (2010). Role resources and work–family enrichment: The role of work engagement. Journal of Vocational Behavior, 77(3), 470-480. http://dx.doi.org/10.1 016/j.jvb.2010.06.007.
[50] Kamoche, K., N., Nyambegera, S. & Mulinge, M. (2004). Human Resource Management in Kenya. In Managing HRM in Africa, Kamoche, K., Yaw, D. Horwitz, F. and Muuka, G. N. (Eds). London: Routledge.
[51] Chandrasekar, K. (2011). Workplace environment and its impact on organisational performance in public sector organisations. International Journal of Enterprise Computing and Business Systems, 1(1), 1-19.
[52] Danish, R. S. & Usman Ali (2010). Impact of reward and recognition on job satisfaction and motivation: an empirical study from Pakistan. International Journal of Business and management; 5(2), 159-236.
Author Information
  • Faculty of Commerce, Egerton University, Njoro, Kenya

  • Faculty of Commerce, Egerton University, Njoro, Kenya

  • School of Business, Nairobi University, Nairobi, Kenya

Cite This Article
  • APA Style

    Mary Wambui Kathombe, Simon Kipchumba, Kibet Kirui. (2018). Reward Management Strategies and Employee Performance in Selected Universities in Nakuru County, Kenya. Journal of Human Resource Management, 6(3), 95-102. https://doi.org/10.11648/j.jhrm.20180603.12

    Copy | Download

    ACS Style

    Mary Wambui Kathombe; Simon Kipchumba; Kibet Kirui. Reward Management Strategies and Employee Performance in Selected Universities in Nakuru County, Kenya. J. Hum. Resour. Manag. 2018, 6(3), 95-102. doi: 10.11648/j.jhrm.20180603.12

    Copy | Download

    AMA Style

    Mary Wambui Kathombe, Simon Kipchumba, Kibet Kirui. Reward Management Strategies and Employee Performance in Selected Universities in Nakuru County, Kenya. J Hum Resour Manag. 2018;6(3):95-102. doi: 10.11648/j.jhrm.20180603.12

    Copy | Download

  • @article{10.11648/j.jhrm.20180603.12,
      author = {Mary Wambui Kathombe and Simon Kipchumba and Kibet Kirui},
      title = {Reward Management Strategies and Employee Performance in Selected Universities in Nakuru County, Kenya},
      journal = {Journal of Human Resource Management},
      volume = {6},
      number = {3},
      pages = {95-102},
      doi = {10.11648/j.jhrm.20180603.12},
      url = {https://doi.org/10.11648/j.jhrm.20180603.12},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.jhrm.20180603.12},
      abstract = {Motivation plays an important role in increasing employee job satisfaction resulting in improving organizational performance. The background of the study tries to explain the motivators, both financial and non-financial. With support from empirical studies, there is a perplexing issue on what actually motives employees. The objective of the study was to establish the relationship between motivational strategies and employee performance in Kenyan universities. The specific objectives were to determine the effect of financial rewards on employee performance, to determine the effect of non-financial rewards on employee performance and to determine the combined effect of financial and non-financial rewards on employee performance. The study adopted a descriptive survey design targeting 620 lecturers in two universities in Kenya namely; Egerton and Kabarak Universities. Proportionate stratified sampling technique was used to select a sample size of 171 Lecturers. Primary data was collected using a questionnaire. Collected data was analysed using both regression and correlation analysis. The result established that there is a strong positive statistical association between combined effect of financial and non-financial rewards on employees’ performance. The study concludes that financial rewards have an implication on employee performance.},
     year = {2018}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - Reward Management Strategies and Employee Performance in Selected Universities in Nakuru County, Kenya
    AU  - Mary Wambui Kathombe
    AU  - Simon Kipchumba
    AU  - Kibet Kirui
    Y1  - 2018/11/06
    PY  - 2018
    N1  - https://doi.org/10.11648/j.jhrm.20180603.12
    DO  - 10.11648/j.jhrm.20180603.12
    T2  - Journal of Human Resource Management
    JF  - Journal of Human Resource Management
    JO  - Journal of Human Resource Management
    SP  - 95
    EP  - 102
    PB  - Science Publishing Group
    SN  - 2331-0715
    UR  - https://doi.org/10.11648/j.jhrm.20180603.12
    AB  - Motivation plays an important role in increasing employee job satisfaction resulting in improving organizational performance. The background of the study tries to explain the motivators, both financial and non-financial. With support from empirical studies, there is a perplexing issue on what actually motives employees. The objective of the study was to establish the relationship between motivational strategies and employee performance in Kenyan universities. The specific objectives were to determine the effect of financial rewards on employee performance, to determine the effect of non-financial rewards on employee performance and to determine the combined effect of financial and non-financial rewards on employee performance. The study adopted a descriptive survey design targeting 620 lecturers in two universities in Kenya namely; Egerton and Kabarak Universities. Proportionate stratified sampling technique was used to select a sample size of 171 Lecturers. Primary data was collected using a questionnaire. Collected data was analysed using both regression and correlation analysis. The result established that there is a strong positive statistical association between combined effect of financial and non-financial rewards on employees’ performance. The study concludes that financial rewards have an implication on employee performance.
    VL  - 6
    IS  - 3
    ER  - 

    Copy | Download

  • Sections