Employee perception of the relationship between rewards and employee performance at liquid telecom Kenya Ltd

Abstract

In this era of globalization, every organization in the world improving its business processes by adopting advance technologies and innovations. To keep the pace of achieving goals, an organization tries their best to hire competent human resource. Employing competent human resource, organizations have to offer better working environment, market based salaries, job security, empowerment. People and how they are managed are becoming more important because many other sources of competitive success are less powerful than they used to. Recognizing that the basis for competitive advantage has changed is essential to develop a different frame of reference for considering issues of human resource management. The objective of the study was to determine employee perception of the relationship between rewards and employee performance at Liquid Telecom Kenya limited. The research design adopted was descriptive survey research design. The population of the study consisted of all employees of Liquid Telecom Kenya. The researcher used stratified sampling design. The study used primary data which was collected using self-administered questionnaires. The data collected was analyzed using statistical package for social sciences and presented in tables and charts.The relationship between rewards and employee performance was established using the Pearson Correlation (r). The study found out that rewards in the company was not competitive as the company has not embraces new compensation trends in the market and thus not comparable with the market offers. The company does not reward exceptional performance and employees do not have freedom to take decisions. The study found out that employee development opportunity in the company has not been allocated sufficient time and money for employee training and therefore they do not receive adequate training and information to do their job well. The company does not recognize employees for the work they undertake and promotions were not given based on ability. The use of benefits by the company in order to increase performance of employees was that there was no payment for extra time worked, non-production awards and bonuses and this made the benefits to benon-competitive in the market. The rewards in the company did not improve the performance of employees as the company was not consistent when administering policies concerning employees, provide adequate opportunities to contribute to decisions that affect them, persuading employees that their jobs are important and providing benefits that are comparable to those offered by other companies. It is important for further studies to be carried out in order to study all the factors that influence workers performance. It is very pertinent at this juncture to suggest that more research should be conducted on the relationship and influence of rewards on workers performance using many private and public organizations. Future studies may focus on the influence of rewards on employee performance in other sectors and other contexts. The influence of demographic traits on performance may also be assessed