The effects of rewards and recognition on epmployee performance in educational institutions: a case of Kenyatta University

Abstract

Various studies have explored the concept of staff reward and recognition schemes and the effect they have on staff motivation and performance. Attention has also been given to how these programs contribute to the overall realization of organizational goals. This study was conducted to determine the effects of reward and recognition on employee job performance in Kenyatta University. Moreover, the relationship between other factors affecting performance (working environment and leadership styles) and performance was also explored with the help of responses collected from employees working in Kenyatta University main campus, Nairobi. A descriptive research design was used in the investigation of the effects of rewards and recognition on Kenyatta University staff performance. Stratified random sampling and purposive random sampling were used in sampling design. Questionnaire as research instrument was used and was distributed to 360 employees of Kenyatta University. In total, 332 usable responses were received which were analyzed through SPSS 20.0. Standard procedures were used to process and represent findings. Inferential statistics (person correlation analysis) and multiple regressions were then applied. Results showed significantly positive relationship between reward and recognition, with employee performance. In addition a very positive and significant relationship was also observed between job performance and the independent variables (extrinsic rewards, intrinsic rewards and financial rewards, recognition rewards, working environment and leadership styles). Results also showed that salaries and fringe benefits as well as job security to be weak in Kenyatta University and caused dissatisfaction and affected employee performance. Furthermore, there are low levels of team work, communication and participation. Kenyatta University employees have very low satisfaction with responsibilities assumed and promotional opportunities available. Implications of the study for Kenyatta University management and policy makers in the context of human resource practices include making sure those employees who demonstrate increasing levels of ability are given increasing levels of responsibility, providing employees with more organizational freedom and autonomy and engaging employees in decision making so that they feel that their opinions are important for development of Kenyatta University.