Rewards and work performance; a case study of selected business enterprises in makindye division Kampala, Uganda
| dc.contributor.author | Bahati, Demiano | |
| dc.date.accessioned | 2020-07-29T10:39:28Z | |
| dc.date.available | 2020-07-29T10:39:28Z | |
| dc.date.issued | 2015-04 | |
| dc.description | A research report submitted to the 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 study intended to establish the relationship between Rewards and work performance; a case study of Buziga country Resort, Munyonyo country Resort and Hotel Olympia Hardware, Weld and metal works in Makindye division. it was guides by three objective which included; (a) to establish the level of rewards in terms of; empowerment, identification and appreciation, delegation, pay/salary, promotion, bonus and fringe benefits (b) Identify the extent of work performance among Buziga country Resmi, Munyonyo country Reso1i and Hotel Olympia in Makindye division ( c) Establish whether there is no significant relationship between Rewards and work performance among the selected businesses. The purpose of this research was to get findings to suppo1i the hypotheses or otherwise, that: there is no significant relationship between rewards and work performance in hardware, weld and metal works, hotels, market traders, wholesales shops, and education institutions, in Makindye division. Basing on the findings, to suppo1i/ not suppo1i the theory (ies) on the relationship between Rewards and work perfo1mance. Theory and evidence identify the existing gaps, regarding literature and the findings of this study. The data collection instruments were basically self-administered questionnaires, interviews, as well as document analysis. The gathered data was analyzed using descriptive statistics. Statistical Package for Social Sciences (SPSS) computer software was used to generate tables and percentages. Regarding Rewards the findings reveal that three constructs were measured and Empowerment emerged out as the highest , it had five items with means ranges from 3.33 to 2.85 with an average mean of 3.05; This was followed by identification and appreciation with also five items which ranges from 3.08 to 2.69 with average mean of 2.86 and lastly, Delegation which also had five items with means ranged from 3 .29 to 2.95 with an average mean of 2.95 and an overall mean of 2.95 rated high on rewards. Regarding work performance four ( 4) constructs were measured and financial performance emerged out as the highest, it had five items with means ranges from 3 .51 to 3 .31 with an average mean of 3.31; this was followed by customer service with also five items which ranges from 3.35 to 3.12 with average mean of 3.12, followed by social responsibility with also five items which ranges from 3.19 to 2.80 with average mean of 3.00 and lastly, employee stewardship which also had five items with means ranged from 2.95 to 2.58 with an average mean of 2.83 and an overall mean of 2.96 rated high on rewards. Overall, the statistical results show that although all reward types have a direct positive relationship with employees' performance based on the correlation test, three types that is to say appreciation, fringe benefits, and bonus lose their importance when they are considered in a more comprehensive model including other rewards. Furthermore, the study shows that internal rewards have more powerful effects on employees' performance than the extrinsic rewards. It was recommended that; improving work/life balance is another powerful reward, employee-led event. Without adding to the workload of the employee invite them to present their initiative or lead a workshop or training seminar to others at the company, choose a variety of rewards. Make sure your managers take the time to recognize and acknowledge employee achievements, initiatives, even behaviors by speaking out privately or in a group setting. day to day words, when said with meaning and purpose, have a residual impact, celebrate and socialize, when a goal is reached, an initiative is implemented. mentoring may help employees through interacting regularly with higher level employees, employee discipline may be justified in cases of misconduct and exceedingly poor performance, attendance, improve your time management, prioritize tasks, work out its priority, keep a healthy work and life balance, Communication is essential, and keeping people informed | en_US |
| dc.identifier.uri | http://hdl.handle.net/20.500.12306/12210 | |
| dc.language.iso | en | en_US |
| dc.publisher | Kampala International University, College of Economics and Management | en_US |
| dc.subject | Rewards | en_US |
| dc.subject | work performance | en_US |
| dc.subject | business enterprises | en_US |
| dc.subject | Kampala, Uganda | en_US |
| dc.title | Rewards and work performance; a case study of selected business enterprises in makindye division Kampala, Uganda | en_US |
| dc.type | Other | en_US |