Reward management and labour turnover: a case study of Airtel Uganda Kawempe Branch
| dc.contributor.author | Nazzlwa, Aminah | |
| dc.date.accessioned | 2020-08-03T08:28:10Z | |
| dc.date.available | 2020-08-03T08:28:10Z | |
| dc.date.issued | 2015-12 | |
| dc.description | A Research report submitted to college of economics and management in partial fulfillment of the requirements for the award of a Bachelor's Degree in human resource management of Kampala International University | en_US |
| dc.description.abstract | The essence of this study was to establish the relationship between reward management and labour turnover at Airtel Uganda outlets along Kawempe branch in Kampala Capital City. The study was composed of the 40 staffs of Airtel Uganda and a self administered questionnaire was used to obtain primary data in accordance with three specific objectives that is; to examine reward management strategies adopted at Airtel Uganda, to determine staffs' perceived commitment to the company and to establish the relationship between reward management and labour turnover. In this respect the study found that employers that adopt appropriate reward management strategies have a competitive advantage of attracting and retaining their talented staffs than those without. Airtel Uganda in particular has been found to have a wide range of reward management strategies geared towards retaining its experienced staffs. There is a combination of intrinsic rewards such as recognition, appreciation, equity and support from management as qualitative rewards to boost staff positive behaviours. Likewise, the company employed spectrum of extrinsic rewards moreso, monetary to gain staff trust and confidence. However, despite the effort made by the employer, the company still struggles with labour turnover which cannot entirely be explained in terms of poor reward management given the fact the study found that the management has adopted appealing reward systems to match staff expectations. Based on the data generated they could be other factors that out to be diagnosed to improve in staff stability in the company. Therefore, it was recommended that the company incorporate career development as a long term reward strategies to attract and retain younger employees who are the main workforce of Airtel Uganda. | en_US |
| dc.identifier.uri | http://hdl.handle.net/20.500.12306/12782 | |
| dc.language.iso | en | en_US |
| dc.publisher | Kampala International University, College Humanlities and Social Sciences | en_US |
| dc.subject | Reward management | en_US |
| dc.subject | Labour turnover | en_US |
| dc.subject | Uganda | en_US |
| dc.title | Reward management and labour turnover: a case study of Airtel Uganda Kawempe Branch | en_US |
| dc.type | Other | en_US |