Reward and Compensation Management Initiatives on Employee Performance: An Evidence of Organization Development Initiatives
Abstract
Organisational development (OD) interventions are structured programs designed to solve a problem, which enables the organisation to attain its goals which are critical in an age where organisation performance and return on investors is important. Employee performance is how employees fulfil their duties and complete the tasks assigned at the workplace on time. Increased employee performance translates to higher output hence higher returns to factors of production. It is on this note the paper aims to determine the relationship between reward and compensation management and employee performance in not-for-profit organisations in Kenya using a case of select organisations within the South Rift region. The study adopted a quantitative research design where a target population of 500 respondents was used. The findings indicated that reward and compensation initiatives had a significant positive relationship with employee performance (β = 0.395; p = 0.000<0.05). The study recommends that there is a need for organisations to have proper rewards and compensation in place to enhance employee performance. More emphasis should be directed to reward and compensation because it is the main contributors to employee performance.
Downloads
References
Abdullah, Z., & Siti-Nabiha, A. K. (2012). Leadership and change management: A case study of Pemancar. Asian Case Research Journal, 16(01), 115-132.
Aina, R. & Atan, T. (2020). The impact of implementing talent management practices on sustainable organizational performance. Sustainability. 12: 1-21.
Almasaeid, T. & Anagreh, S. (2020). Organizational Development Interventions to Solve Performance Management Challenges. Journal of University of Shanghai for Science and Technology. 22(11): 1744-1760.
Azasu, S. (2009). Rewards and performance of Swedish real estate firms. Compensation & Benefits Review, 41(4), 19-28.
Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human resource management journal, 15(3), 67-94.
Dobre, O. I. (2013). Employee motivation and organisational performance. Review of applied socio-economic research, 5(1), 53-60.
Farooqui, M. S., & Nagendra, A. (2014). The impact of person organisation fit on job satisfaction and performance of the employees. Procedia economics and Finance, 11, 122-129.
Njoroge, S. W. & Kwasira, J. (2015). Influence of compensation and reward on performance of employees at Nakuru County Government. IOSR Journal of Business and Management, 17(11), 87-93.
Nyambegera, S. & Gicheru, C. (2016). Extrinsic and Intrinsic Factors Influencing Employee Motivation: Lessons from AMREF Health Africa in Kenya. International Journal of Business and Social Research. 6(9), 20-31.
Porras, S. & Robertson, D. (2015). Model Approaches to Managing Organizational Change.
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, 11(4), 0975-5853.
Robbins, S. (2009). Organisational behaviour, 13th Edition. USA. McGraw
Sajuyigbe, A. S., Olaoye, B. O., & Adeyemi, M. A. (2013). Impact of reward on employees performance in a selected manufacturing companies in Ibadan, Oyo State, Nigeria. International Journal of Arts and Commerce, 2(2), 27-32.
San, O. T., Theen, Y. M., & Heng, T. B. (2012). The reward strategy and performance measurement (evidence from Malaysian insurance companies). International Journal of Business, Humanities and Technology, 2(1), 211-223.
Worley, C. G., & Lawler, E. E. (2010). Built to change organisations and responsible progress: Twin pillars of sustainable success. In research in organisational change and development. Emerald Group Publishing Limited.
Copyright (c) 2022 Francis Lipuku, Hellen Sang, PhD, Williter Rop, PhD
This work is licensed under a Creative Commons Attribution 4.0 International License.
