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Article Published In Vol.9 (March-April 2021)

Relationship between Reward Management Practices and Employee Job Satisfaction in Vihiga County Government, Kenya

Pages : 108-120, DOI: https://doi.org/10.14741/ijmcr/v.9.2.2

Author : PhD Scholar Ruth Nasimiyu Mulievi and Lecturer Dr. Robert Egessa

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Most organizations have adopted reward systems; hence need to establish the relationship between reward management practices and employee job satisfaction in the Vihiga County Government, which has not always met the annual target, set by the National Government. The Vihiga County Government therefore risks reduction of revenue allocation by the national government. This problem is attributed to employee job satisfaction. This may as well affect service delivery and day to day processes of the Vihiga County Government.  The study was guided by; Goal setting Theory and Equity theory. Recognition, promotion, incentives and financial benefits were operationalized as independent variables while dependent variable was employee satisfaction at the Vihiga County Government. The study was guided by four objectives; to establish the relationship between incentives and employees’ satisfaction at workplace, to establish the relationship between promotion practices and employees’ satisfaction at workplace, to establish the relationship between financial benefits and employee satisfaction at work place and to establish the relationship between recognition and employee satisfaction at work place. The total population was 381employees which include the County head of revenue, sub-counties revenue officers, strategic members, ward revenue officers, and 358 revenue collectors. Stratified sampling method was used.  Data was collected by use of a questionnaire whose items were adapted from the relevant previous studies. Percentages were used to initially analyze the data and the results presented in tables. Inferential statistics were obtained by carrying out correlations analysis; bivariate, and multiple linear regression analyses, to test for the degree of association (correlations) between pairs of variables in relation to the association between reward management practices and employee job satisfaction. The study results indicated that; the influence of incentives on employee job satisfaction was positive and significant (r=0.437**, p<0.001). The influence of financial benefits on employee job satisfaction, was positive and significant (r=0.448**, p < 0.01).  Promotion has a positive and significant influence on employee job satisfaction (r=0.569**, p˂ 0.01). Recognition has a strong, positive and significant influence on employee commitment (r=0.545**, p ˂ 0.01). The results revealed that there is a positive and significant relationship between reward management practices and employee job satisfaction in Vihiga County Government. Promotion gave the highest correlation coefficient followed by recognition, financial benefits, and incentives respectively. It is clear therefore that, reward management practices should always be considered as a key component and outcome of strategic human resource management for enhancement of employee job satisfaction and performance. Organizations should consider reward management practices as core HR practice if they are to retain their employees and ensure they are satisfied at the work place. The study recommends a longitudinal research for an in-depth examination of the reward management practices and employee job satisfaction

Keywords: Management Practices, Employee Job Satisfaction etc.

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