Effects of Reward Policy on the Performance of Employees of Humanitarian organization: The Case of Hope International Ethiopia, Addis Ababa

  • Yeshimebet Hailekiros Africa International University, Nairobi, Kenya
  • Loice Koskei Africa International University, Nairobi, Kenya
Keywords: Reward policy, Employee performance, Humanitarian organization

Abstract

The human resource of any given organization is a determinant of its success or failure. The success of an organization comes in with the performance of its workforce and with sustained financial status. Humanitarian organizations play a significant role in society. A proper human resource (HR) policy in the humanitarian organizations helps it in achieving organizational goals in terms of recruiting the right people, training and developing them, rewarding employees based on performance and making sure there is equal opportunity in the organization. The policy also facilitates a fair reward system that motivates employees to help the organizations meet its goal thereby addressing the societal needs. Most Humanitarian organizations have the policy to guide them achieve their goal but there has been a challenge in terms of following through and implementing HR Policies. The study, sought to determine the effects of reward policy on the performance of employees of Hope International Ethiopia, Addis Ababa. The scope of the study was the head-quarter of Hope Ethiopia, which is located in the capital city Addis Ababa. The study adopted a descriptive research design using a target population of 50 employees. Data was collected by use of a questionnaire and analyzed through regression analysis and ANOVA. The results showed significant relationship between reward policy and employee performance at 0.01 percent level of significance. The employees affirmed that the reward policy is fair and transparent. The study recommended a broader review of reward policy for it to be more effective in motivating employees at Hope International for the purpose of attaining a positive employee performance. The study further recommended clear communication of salary scales and grades so that employees in each job grade knew what is expected of them to move to the higher level.

Downloads

Download data is not yet available.

References

Agwu, M. O., (2013) Impact of fair reward system on employees’ job performance in Nigerian Agip Oil Company Limited Port-Harcourt. British Journal of Education, Society & Behavioral Science, 3(1), pp 47-64.

Brandy, J. (2005). 9 Ways to keep employees engaged. Entrepreneur. https://www.entrepreneur.com/article/77158

Briscoe, D., Schuler, R., & Tarique, I. (2012). International human resource management: Policies and practices for multinational enterprises. Taylor & Francis

Brunt, C. (2016). Human resource management in international NGOs: exploring strategy, practice and policy. London: Palgrave Macmillan.

Condly, S. Clark, E. & Harold, D. (2005). The Effects of Incentives on Workplace Performance, Performance Improvement Quarterly, 16(3) pp. 46-63

Clark, R. L., & d’Ambrosio, M. B. (2005). Recruitment, retention, and retirement: compensation and employment policies for higher education. Educational Gerontology, 31(5), 385–403. https://doi.org/10.1080/ 0360127059092166 3.

Dupuy, K. E., Ron, E., & Prakash, A. (2015) Who survived? Ethiopia's regulatory crackdown on foreign-funded NGOs, Review of International Political Economy, 22:2, 419-456, DOI: 10.1080/09692290.2014.903854

Julie, P. (2013). SPSS Survival Manual. New York: McGraw-Hill Education (UK)

Kothari, C. R., & Garg, G. (2014). Research Methodology. Third Edition, New Age International Publishers, New Delhi

Kouhy, R., Vedd, R., Yoshikawa, T., & Innes, J. (Eds.). (2010). Management accounting, human resource policies and organisational performance in Canada, Japan and the UK (1st edition). Amsterdam: Cima Pub

Kwenin, D. (2013) Influence of employee rewards, HR policies and job satisfaction on the retention of employees in Vodafone Ghana Limited. European Journal of Business Management, 5 (12)

Martocchio, J. J. (2017). Strategic compensation: a human resource management approach (Ninth Edition). Boston: Pearson.

Munthali, A., Matagi, L., & Tumwebaze, C. (2010). Remuneration discrepancies in the landlocked economies of Malaŵi and Uganda. International Journal of Psychology, 45(5)

Reynolds, Michelle. (n.d.). What Is the Difference Between HR Activities vs. HR Practices? Small Business - Chron.com. Retrieved from http://smallbusin ess.chron.com/difference-between-hr-activities-vs-hr-practices-61580.htm

Rizwan & Ali (2010) Impact of Reward and Recognition on Job Satisfaction and Motivation. An Empirical Study from Pakistan. International Journal of Business and Management, 5 (2)

Salih, M. A. (2012). Local Environmental Change and Society in Africa. Berlin, Germany: Springer Science & Business Media

Scott, K. D., McMullen, T., & Royal, M. (2010). The Role of Rewards in Building Employee Engagement. World at Work Journal, 19, 4: 29-40

Scullion, H., & Collings, D. (2011). Global Talent Management. London: Routledge
Published
2019-11-26
How to Cite
Hailekiros, Y., & Koskei, L. (2019). Effects of Reward Policy on the Performance of Employees of Humanitarian organization: The Case of Hope International Ethiopia, Addis Ababa. Africa Journal of Technical and Vocational Education and Training, 4(1), 243-252. Retrieved from http://afritvet.org/index.php/Afritvet/article/view/98
Section
CROSS CUTTING INTERDISCIPLINARY THEMES ON SUSTAINABILITY