INFLUENCE OF EMPLOYEES REWARD PROGRAMME ON JOB PERFORMANCE IN NZOIA SUGAR COMPANY LIMITED BUNGOMA COUNTY, KENYA

Injendi Wycliffe, Joash Migosi

Abstract


This study aimed at investigating on how the current reward programme influence employees job performance at Nzoia Sugar Company Limited in Bungoma County. Specifically, it aimed at finding out which aspects of reward programme functions well and which aspects could be further developed and improved in order to increase employee job performance. The research specific objectives were; (i) to establish the influence of promotion on employee job performance at Nzoia Sugar Company Limited in Bungoma County; (ii) to establish how training influence employee job performance at Nzoia Sugar Company Limited in Bungoma County and (iii) to examine the influence of flexible work systems on employee work motivation at Nzoia Sugar Company Limited in Bungoma County. The target population was 252 employees of Nzoia Sugar Company Limited. The target population comes from different departments. The study sample size was 76 employees obtained through stratified random sampling method. The descriptive research design was used. The data was collected through questionnaires and interviews. The data was prepared and analyzed by descriptive statistics and inferential statistics through the aid SPSS. Data was presented in form of tables, pie charts, and bar charts. The study used correlation analysis to bring out the relationship between the variables under study. Promotion of employees showed the greatest influence on employees job performance as it indicated the highest mean of 35.5 and hence based on these findings the company should implement promotional rewards to realize increase increased productivity of the employees. Promotional rewards are ranked no. 1 among other promotional rewards. This study will be of  significance to the management of Nzoia Sugar Company limited in Bungoma County to revise reward program policies for the purpose of increasing employee job performance, the study will enable the researcher to make recommendations to Nzoia Sugar Company administrators in Bungoma County, policy makers especially Kenya Sugar Board and any public sector in formulating policies and strategies to be employed to improve employee job performance in institutions of sugar manufacturing industry. The study will also be a source of reference for researchers intending to carry out further research on the influence of reward programs on employee job performance at Nzoia Sugar Company limited in Bungoma County or any other institution.

 

Article visualizations:

Hit counter

DOI

Keywords


reward, job, programme, performance, company, employee, promotion

References


Ali, R. & Ahmed, M. (2008). The impact of reward programme and recognition programs on employees’ motivation and satisfaction.

Badrinarayan S.R &Tilekar, P. (2011). Critical analysis of motivators and hygiene factors with special reference to employees of private and public sector. Banks in India, international journal of research in IT & management, I (I) pp 39-50.

Ballentine, A. (2003). Non-motery rewards in the work place.

Bohlander, E. Snell, S. & Sherman, A. (2001).Managing human resources (12th edition). London South Western College.

Cameron J. & Pierce W. D. (2006). Rewards and intrinsic motivation; resolving the controversy. United States; Bergin & Garvey.

Copper, D. and Schindler, P. (2003).Business research methods, (6'h Edition). Macraw Hill Irwin.

Finkle L. (2011). Motivating employee performance through year end-bonuses.

Golosorkhi, D., Rouleau, L. Seidl, D. &Vaara, E. (2010). Cambridge handbook of Strategy as practice New York, Cambridge University press.

Government of Kenya, (20 12). Development of Education, National Report of Kenya Nairobi University of Education 63-1 12.

Hafiza, N. S. Shah, S. Jamsheed, H. & Zaman K. (2011). Relationship between reward and employees motivation in the non-profit organization of Pakistan. Business intelligence journal 4(2) pages 327-334.

Hrebiniak, I, (2008). Making strategy work: Overcoming the obstacle to effective execution, lvey Business Journal, 72 (2), 1-6.

Jarzabkowaski, P, & Spee, P. (2009). Strategy as practice: A reviews and future directions for the field International Journal of Management Reviews 11 (I), 69-95.

John M. Bryson, (2010). Creating and implementing your strategic plans: a workbook for Public and non-Profit organizations 2ndedition.

Jones, R; (20 12). Strategic planning; keep it from failing

Kankanhalli, A. Tan, B. C. Y. &wei K. K. (2005). Contributing knowledge to electronic knowledge repositories. An empirical investigation MIS quarterly, 29 (1)pp 113-143.

Kauvenhoven, R., & Buss, C. W. (201 1). A normative view of the role of middle managements in the implementation of strategy change journal of management & marketing research, 81-14.

Kirk, Jerome & Miller, mark L. 1986. Reliability and validity in quantitative research, 1st Edition USA sage publication Inc, page 87.

Kotelnikov, V. (2010). Reward programme and job performance effective reward

Programme increasing: performance & creating happier employees. Retrieved from http://www.1000ventures.com/businessguide/cross-cuttings/motivating-rewardprogramme.html.

Kothari. C. I. C. (2007). Research Methodology: Methods and Techniques. New Delhi; New age International Publishers.

Kotter, B. and Best, H. (2006). Management by policy. How companies focustheir total quality efforts to achieve competitive advance, Milwaukee: ASQC quality press.

Lawler E. E. (2003). Treat people right. San Francisco; Jossey-Bass Inc.

Magenda, O. M. and Magenda, A.G (2003). Research methods; Qualitative and quantitative approaches. Nairobi; Acts press.

Mintzberg, H, (2003). Structure in fives designing effective organizations, prentice Hall, Englewood. Cliffs, NJ. 49.

Morris, J. (2007). The art of employee motivation. Retrieved from http://sourcesmasterblogpot.com./2007/06/artofemployeemotivation.html

Munyasi, N. B. (2009) Crisis management: A challenge in Institutions of higher learning in Kenya: A conference paper is presented at the 1'' Kim conference on management: A journal of the Kim School of management: TSSN 2070-4730

Ngware, N, W, Wamukuru, D.K and Odebero S.O. (2006).Total Quality management in secondary schools in Kenya; Extent of practice quality Assurance in Education, Vol. 14 No.40pp 339 362.

Noble, C.H. (1999). Building the strategy implementation network Business Horizons, 42 (6),19.

Normand, B. (2010). How to design a good incentive plan. Retrieved from

http://www.businessperform.com/articles/inentiveplandesign.html.

Panday M. (2005). Balanced scored card: myth and Reality. Vikalpa: The Journal for occasion makers. 30 (I), 51-46.

Pawlowski, Suzanne, D. J. Datta, Patrin & Houston, A.L. (2005). The (gradually) changing face of state I.T Jobs. Communications of the A.C.M, 48 (5).

Peil M. (1995). Research methods.Handbook for Africa 2ndedition.Nairobi; East Africa Educational publishers.

Pettigrew, A. M. (2005). The character and significant of strategy process Researcher strategy management journal 1,3,5,6,

Pitts, Collins, (1995), motivating your organization, 1st edition. McGraw-Hill International, page187,

Purkayastha, D. & Chaudhari; A. (2011), Performance management and rewards programme.

IBS centre for management research. Retrieved from http://www.ecch.com/educators/productsview?Id=100368.

Rose, W. R. & Cray, D. (201 3). The role of context in the transformation of planned strategy into implemented strategy. Internal Journal of Business of Business management & Economic research 4 (3), 721-737.

Roulean, L. & Balogun, J. (20 1 1).Middle managers, strategic sense making, and discursive competence, Journal of management standing 48 (5) (953-98

Salih, A; & Doll, Y. (2013).A middle management perspective on strategy implementation international Journal of Business and management, 8 (22), 32-39.

Sarvadi, P (2010). The best ways to reward employees. Entrepreneur magazine. Retrieved from http://www.entrepreneur.com/humanresources/article75340.html

Tippet, J. & Kluvers, R. (2009). Employee rewards and motivation in non-profit organization; the case study from Australia international journal of business and management 4(3) pages7-14.

Torrington Derek, Hall, Laura, Taylor, Stephen & Atkinson Carol. 2009, fundamentals of human resource management 1st edition Pearson education limited, page 439.

Wambui, V. R. (201 0). Factors influencing successful implementation of strategic plans of public sectors Sacco Society within Nairobi Region MBA project, Kenyatta University.

Yokoyama, M. (2007), When to use employees incentives

Yritysesitelly, (2009), Motonet, Brouman Group Oy. Available from http://www.motonet.fi/web/guest/yrtys.2010




DOI: http://dx.doi.org/10.46827/ejsss.v0i0.260

Copyright (c) 2018 Injendi Wycliffe, Joash Migosi

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 © 2016 - 2023. European Journal Of Social Sciences Studies (ISSN 2501-8590) is a registered trademark of Open Access Publishing Group. 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