Reward Management Practices and Performance of Middle Level Managers at Kenyatta University, Nairobi City County, Kenya

Abstract

The paper used a case study of non-teaching employees at Kenyatta University to analyze reward strategies that impact performance in public universities. The study looked into the impact of reward management techniques on the performance of middle level managers at Kenyatta University in Nairobi, Kenya, using a sample size of 142 non-teaching personnel (n=142). The study's particular goals were to determine the impact of compensation methods, career development, job advancement procedures, and employee recognition practices on non-teaching staff performance at Kenyatta University.Agency theory, reinforcement and expectancy theory, and efficiency wage theory were all used in the research. A descriptive research design was used in this study. All 711 non-teaching workers at Kenyatta University's Main Campus were the target population. Stratified random sampling was used to choose a sample of 142 respondents. Primary data was collected via a semi-structured questionnaire. To guarantee that the data gathering tool is consistent, a pilot study was done. Cronbach's Alpha coefficient and expert analysis was used to determine reliability and validity, respectively. Content analysis, narrations, and theme analysis was used to analyze both qualitative and quantitative data. The frequency distribution, percentages, mean, and standard deviation were the emphasis of descriptive statistics.The findings clearly indicates that employees in Kenyatta University are moderately satisfied with the monthly salary payment. They indicated that employees are moderately satisfied with the wages, bonuses and salaries. The management at Kenyatta University moderately allows staff to participate in decision making activities and moderately provides financial rewards to staff in recognition of job well done.The University does not have an effective policy that encourages high-performing employees to join professional organizations. The results indicate that job promotion practices, employee remuneration, career development and employee recognition practices positively and significantly affected employee performance. According to the findings, managers should examine and raise employee salary and perks, as well as give additional advantages to employees. Workers' work-life harmony is well strengthened, and the organization’s management should give competitive pay packages to persuade employees not to quit on the basis of remuneration. The report closes by recommending that suitable employee recognition initiatives be developed and implemented in order to promote individual and organizational performance.