Employee Rewards and Its Performance Implication: A South Eastern Nigeria Experience

Main Article Content

Gerald Emejulu

Abstract

The seeming unending controversy between employers and employees in the workplace which have most often led to some sort of faceoff between both parties necessitated this study which looked at employee rewards and how it impacts on job performance of civil servants in South East of Nigeria. The work was anchored on Victor Vroom’s Expectancy Theory. Descriptive survey design was adopted for the study. The population of the study was 26,741 civil servants from South Eastern States of Nigeria. A sample size of 5136 was arrived at through the application of Borg and Gall method. Data were collected using structured questionnaire and were analyzed using Pearson Product Moment Correlation Coefficient while hypotheses were tested at 0.05 (5%) significance level. The study revealed that there was a statistical significant relationship between employee recognition and performance in civil service in South East of Nigeria (r = .819, p-value < 0.05) and that there was a statistical significant relationship between staff development and employee performance in civil service in South East of Nigeria (r = .586, p-value < 0.05). Sequel to this, it was concluded that reward systems has significant performance implication for civil servants. Following this, it was recommended among other things that it is the duty of government to fashion out best methods of recognizing employees who distinguish themselves while carrying out their assigned tasks and that government needs to always identify training needs of the workers through effective performance appraisal and staff development practices.

Keywords:
Reward systems, non-financial rewards, employee recognition, staff development and employee job performance.

Article Details

How to Cite
Emejulu, G. (2020). Employee Rewards and Its Performance Implication: A South Eastern Nigeria Experience. Asian Journal of Economics, Business and Accounting, 15(2), 8-15. https://doi.org/10.9734/ajeba/2020/v15i230209
Section
Original Research Article

References

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Abu-Abdissamad AM. Non-financial reward system in Nigeria public and private organizations. International Journal of Research in Computer Application and Management. 2013;3(8):32-36.

Okereke CI, Igboke BN. Training, manpower development and job performance: Perception and relevance among civil servants in Ebonyi State, Nigeria. Journal of Economic and International Finance. 2011;3(6):399-406.

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Suleiman W. A study of causes of poor attitude to work among workers of both public and private sectors organizations in Bauchi State, Nigeria. International Journal of Academic Research in Business and Social Sciences. 2013;3(7):143-152.

Ejike. Implications of employee recognition in an organization. International Journal of Finance. 2013;3(4):12-19.Lawal T, Oluwatoyin A. The Civil Service and sustainable development in Nigeria. Journal of Sustainable Development in Africa. 2011;13(4):385-393.

Armstrong M. A handbook of human resource management and practice. London: Kogan Page; 2006.

Okwudili BE. Effects of non-monetary Rewards on Productivity of Employees Among selected government parastatals in Abia State, Nigeria. Journal of Business and Management. 2015;17(2):06-11.

Rowley J. Motivation of staff in libraries, library Management. 2011;17(5):31-35.

Ryan S. Rewards and recognition; 2013.
[Retrieved 10th January 2018]
Available:http://edweb.sudsu.edu/people/ARossett/pie/interventions/incentivesrewards)2.htm

Comeskey D. Using non financial rewards to implore retention and engagement, Being Presentation at the 13th Annual Strategic Remuneration Conference; 2010.
Available:http://www.brightstar.co.nz/whitepaper/using-Non-financail-rewardsimprove-retention-and-engagement

Ismail A, Bongogoh S. The supervisor’s role in training programmes: An empirical study in one city based local authority in Sarawak, Malaysia, Unitar e-Journal. 2007; 3(2):50-67.

Haslinda A, Mahyuddin M. The effectiveness of training in the public service. American Journal of Scientific Research. 2009;6:39-51.

Kamal MA, Norman B, Othman. Training and development for library and media teachers in selected Malaysian school resource centers. Journal of Education and Practice. 2012;3(6):201-227.

Truitt DL. The Effect of training and development on employee attitude as it relates to training and work productivity, Salisbury. University, HH 309, 1101 Camden Ave, Salisbury, MD21801-6860, USA; 2012.

Shumen J. Is organizational culture similar with HRM. Nigeria: Northern Press; 2009.

Vroom VH. Work and motivation. New York: John Wiley and Sons; 1964.

Ngwa WT, Adeleke BS, Agbaeze EK, Ghasi NC, Imhanrenialena BO. Effect of reward system on employee performance among selected manufacturing firms in the Litoral region of Cameroon. Academy of Strategic Management Journal. 2019; 18(3):1-16.

Abu-Abdissamad AM. Non-financial reward system in Nigeria public and private organizations. International Journal of Research in Computer Application and Management. 2013;3(8):32-36.

Okereke CI, Igboke BN. Training, manpower development and job performance: Perception and relevance among civil servants in Ebonyi State, Nigeria. Journal of Economic and International Finance. 2011;3(6):399-406.

Kida MI, Mahmud ZU, Nuhu MA. Financial and non-financial incentives as tools for motivating employees of libraries in tertiary institutions of Brno State, Nigeria. SMJ. 2015;1(1):47-57.

Suleiman W. A study of causes of poor attitude to work among workers of both public and private sectors organizations in Bauchi State, Nigeria. International Journal of Academic Research in Business and Social Sciences. 2013;3(7):143-152.

Ejike. Implications of employee recognition in an organization. International Journal of Finance. 2013;3(4):12-19.