Reward systems and employee motivation in Kampala International University main campus, Kampala, Uganda.
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Date
2011-08
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Kampala international University college of economics and management
Abstract
This study on Reward systems and employee motivation in Kampala International University was conducted with the main purpose of establishing the relationship between reward systems and employee motivation. The researcher carried out this study while being guided by four research objective that were oriented towards determining the respondents profile in terms of gender, age, level of education, type of employment and length of service, to determine the level of existing reward systems in KIU main campus Kampala Uganda, the level of employee motivation in KIU main campus Kampala Uganda, to establish the relationship between reward systems and employee motivation in KIU main campus Kampala Uganda. Literature on the study variables suggests that financial rewards cannot solely motivate employees but a mix of both financial and non financial can. So if properly integrated in Kampala international total reward system employee motivation would be achieved.The study employed both descriptive correlation research design. The population of this study was characterized by academic staff and administrators chosen basing on the faculties where they belong and length of service. Stratified random and purposive sampling techniques were also used to obtain 175 respondents that acted as sample size. The research findings revealed that Reward systems expressed in form of financial and non financial rewards, have got a significant and positive relationship with employee motivation KIU main campus Kampala Uganda (r=0.491, sig=0.000). More still regression analysis, proved it that all the two aspects of reward systems included in the regression model contribute over 33% towards variations in employee motivation in
KIU main campus Kampala Uganda (Adjusted R2 =0.333) and of two rewards administered in KIU main campus, non financial rewards have the biggest impact with a beta value of 0.421, suggesting that non financial rewards contribute alone contribute
over 42% towards variations in employee motivation followed by financial rewards that contributes over 25% (Beta=O.255) towards variations in employee motivation. The researcher recommended that there should be a unified system of ensuring
that all workers get equitable rewards and benefits in order to eradicate the prevailing de-motivation arising of reward and benefits differentials among employees of the same rank and qualifications and in the same geographical areas though in different faculties. Furthermore employees’ salaries and other financial benefits should be pegged on labour market conditions, cost of living, and performance in order to leave employees in a reasonable saving position whenever inflation rates and cost of living rise.
Description
A thesis presented to the school of postgraduate studies and research Kampala International University Kampala, Uganda in partial fulfillment of the requirements of the degreeMasters of Arts in Human Resource Management
Keywords
Reward systems, Employee motivation, Kampala International University main campus