Shelmith Mugo, Hannah Bula


Without a doubt, the most significant valuable asset for every company is its workforce. Retaining and satisfying staff is the hardest thing a business can do in today's cutthroat economy. Being a business owner means you have to find ways to cut expenses without sacrificing the quality of your net outcome. Therefore, although employers want more from their staff, employees also want more from them. Rewarding workers for putting out their best effort to come up with innovative ideas that improve company efficiency and further enhance both the financial and non-financial performance of the firm is one of the most effective ways to inspire employees. Kenya School of Law faces challenges pertaining to rewards strategies due to inadequate budgetary allocation and prolonged policy development processes that have affected employee performance. Recently, the Kenya School of Law reported reduced staff and staff dissatisfaction as among the reasons for not meeting its objectives. This thus justified the need as to why this study was carried out, with the aim to examine reward strategies and the performance of employees in Kenya School of Law. The specific objective of the study was: to analyze the effect of healthcare benefits on the performance of employees in Kenya School of Law. The study utilized a descriptive research design. The study targeted 155 respondents who are employees of the Kenya School of Law. The census approach was adopted as a result of the limited size of the research population. Both open and closed-ended questions in the questionnaire tool were employed to collect primary data from the respondents. Quantitative data was analyzed through descriptive statistics using Statistical Package for Social Sciences version 22 and Microsoft Excel and through inferential statistics mainly through multiple regression analysis. The study concludes that healthcare benefits should be taken into consideration since they had a positive and significant effect on the performance of employees at the Kenya School of Law.


Article visualizations:

Hit counter


health benefits, employee rewards, employee performance

Full Text:



Adom, D. A. Y., Ayitey, C., & Boateng, L. (2020). Effects of non-monetary incentives on employee Performance: A case of selected banks in Sunyani Municipality. International Journal of Current Research Key Words, 12(3), 10586 – 10598.

Allred, S. B., & Ross-Davis, A. (2011). The drop-off and pick-up method: An approach to reduce nonresponse bias in natural resource surveys. Small-Scale Forestry, 10(3), 305-318.

Bahari, N. I., Baharom, M., Zahid, S. N. A., & Daud, F. (2022). Behavioral Impact on Clinical Specialist Payment Method: A Systematic Review. Iranian Journal of Public Health, 51(7), 1469.

Beardwell, J., & Thompson, A. (2014). Human Resource Management PDF e-book. Pearson Higher Ed.

Boxall, P. (2012). High‐performance work systems: what, why, how and for whom? Asia Pacific Journal of Human Resources, 50(2), 169-186.

Bratton, J. (2007). Strategic human resource management. Retrieved from

DeNisi, A. S. (2000). Performance appraisal and performance management: a multilevel analysis. Journal of Applied Psychology. Vol. 102, No. 3, 421–433,

Katherine J. Klein, Steve W. J. (Ed) Kozlowski (2012). Multilevel theory, research, and methods in organizations: foundations, extensions, and new directions, 121-156. Retrieved from

Flake, J. K., Barron, K. E., Hulleman, C., McCoach, B. D., & Welsh, M. E. (2015). Measuring cost: The forgotten component of expectancy-value theory. Contemporary educational psychology, 41, 232-244.

Fletcher, C. (2001). Performance appraisal and management: The developing research agenda. Journal of Occupational and Organizational Psychology, 74(4), 473-487.

Govender, M., & Bussin, M. H. (2020). Performance management and employee engagement: A South African perspective. SA Journal of Human Resource Management, 18(1), 1-19.

Gupta, H. (2018). Assessing organizations performance on the basis of GHRM practices using BWM and Fuzzy TOPSIS. Journal of Environmental Management, 226, 201-216.

Ivancevich, J. M. (2004). Human Resource Management Ninth Edition. McGraw-Hill Companies. Retrieved from

Kathure, D. (2014). Influence of non-financial rewards on employee commitment at Kenya tea development agency (Doctoral dissertation, University of Nairobi). Retrieved from

Katua, N. T., Mukulu, E., & Gachunga, H. G. (2014). Effect of reward and compensation strategies on the performance of commercial banks in Kenya. International Journal of Education and Research, 2(1), 1-20.

Kenya Economic Report 2019 on Resource Mobilization for Sustainable Development of Kenya. (2019).

Khan, S. A. (2017). Reward and compensation strategy: issues and challenges. Retrieved from

Kim, H., Sefcik, J. S., & Bradway, C. (2017). Characteristics of qualitative descriptive studies: A systematic review. Research in nursing & health, 40(1), 23-42.

Kinnie, N., Hutchinson, S., Purcell, J., Rayton, B., & Swart, J. (2005). Satisfaction with HR practices and commitment to the organisation: why one size does not fit all. Human Resource Management Journal, 15(4), 9-29.

Kipleting, N. (2017). Non-monetary motivation and employee performance: A case of Eldoret Polytechnic, Usain Ngishu country, Kenya. Usain Ngishu Journal, 12(2), 65-72.

Kothari, C.R., (2004). Research Methodology: Methods and Techniques, (2nd Ed.). New Delhi: New Age International Publishers Ltd.

Mahapatro, S. R. (2010). Patterns and determinants of female migration in India: Insights from census. Bangalore, India.

Marwa, J. J. (2014). Application of Visionary Concepts for Institutional Development: A Case of University of Arusha. Huria: Journal of the Open University of Tanzania, 17, 71-88.

Miner, J. B. (2015). Organizational behavior 4: From theory to practice. Routledge.

Mugenda, O. M., & Mugenda, A. G. (2003). Research methods: Quantitative & qualitative approaches (Vol. 2, No. 2). Nairobi: Acts press.

Munyiva, M. J., & Wainaina, L. (2018). Work life balance and employee performance at the Kenya ports authority in Mombasa County, Kenya. Journal of Human Resource and Leadership, 3(4), 16-42.

Muthengi, C. N. (2017). Effect of Compensation Strategy on the Performance of the Office of the Auditor-General in Kenya (Doctoral dissertation, University of Nairobi).

Mutsuddi, I. (2012). Supply Chain Management for Effective People Management: Issues and Challenges. IUP Journal of Operations Management, 11(4).

Ngechu. M. (2004). Understanding the research process and methods. An introduction. Starbright Services, Nairobi.

Ngechu, S. (2017). Effect of Kenya bureau of standards regulations on organizational performance of steel companies in Kenya (Doctoral dissertation, KCA University).

Ngure, K. P., & Waiganjo, E. (2017). Factors influencing retentions in health workers in the public health sector in Kenya: A case of Kenyatta National Hospital (Doctoral dissertation, Master dissertation (Unpublished). University of Nairobi).

Nwachukwu, C. C. (2004). School organization in modern Africa. Enugu: Temax Educational Services

Obasan, K. A. (2012). Effect of compensation strategy on corporate performance: Evidence from Nigerian firms. Research Journal of Finance and Accounting, 3(7), 37-44.

Rowland, C., & Hall, R. (2014). Management learning, performance and reward: theory and practice revisited. Journal of Management Development, 33(4), 342-356.

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.

Savenye, W. C., & Robinson, R. S. (2004). Qualitative Research Issues and Methods: an Introduction for Educational Technologists, Retrieved from

Tan S. (2013). Herzberg’s two-factor theory on work motivation: Does it work for today’s environment? Global Journal of Commerce and Management Perspective, vol. 2 (5), 18-22.

Thomas, D. C., Au, K., & Ravlin, E. C. (2019). Cultural variation and the psychological contract. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 24(5), 451-471.

Waqas, Z., & Saleem, S. (2014). The effect of monetary and non-monetary rewards on employee engagement and firm performance. European Journal of Business and Management, 6(31), 73-82.

Waswa, F., & Katana, G. (2018). Academic staff perspectives on operating beyond industrial actions for sustainable quality assurance in public universities in Kenya. International Journal of Environment, Workplace and Employment, 4(1), 45-58.

Yaseen, A. (2013). Effect of compensation factors on employee satisfaction-a study of doctor's dissatisfaction in Punjab. International Journal of Human Resource Studies, 3(1), 142.



  • There are currently no refbacks.

Copyright (c) 2024 European Journal of Human Resource Management Studies

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2017-2023. European Journal Of Human Resource Management Studies (ISSN 2601-1972) is a registered trademark. All rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.


Hit counter