Vol 7 Issue 4 October 2019-December 2019
Ogony Chrisantose Odhiambo, Prof. Mike A. Iravo
Abstract: Modern day and ancient organizations have always been driven towards performance/success. Performance in organizations includes but not limited to superior products and services, financial based performance and employee performance in meeting the needs of the organizations’ stakeholders. Financial performance, being able to remain profitable in a competitive market environment, creating a competitive advantage in a complex business environment, creating a long term sustainable organizational culture and impacting the environment (people, other businesses and political environment) positively in which it operates in. Performance of organizations has always been linked to the level of engagement by the employees and the level of engagement by the employers. Strengthening the level of this engagement in an organizational setting can lead to high performance. Organizations which have developed a culture of engagement between itself and its employees tend to have motivated employees. The level of engagement from the employer to the employee varies between monetary, non-monetary and a combination of both. While the engagement level from the employee to the employer varies from the various levels of performance. Performance ranges from no performance to low performance and to high performance. The level of engagement between the employer and the employee can foster respect, mutual understanding, productivity (performance), job satisfaction and job retention. The major problem for private, governmental and non-governmental employers is motivating their employees to be able to achieve the organizational goals and objectives. Motivation of employees takes intrinsic and extrinsic ways of bringing out the performance of employees. Human behavior researchers believe that human beings act the way they act because there’s Incentive to be received or a goal to be achieved. Motivation is influenced by culture, upbringing, religion and needs. Employers ought to continuously seek for ways to create an environment and conditions where employees will work at their optional levels to achieve the objectives of the organisation and thereby achieve high performance. This study therefore investigated the role of non-monetary incentives on employee performance in public universities in Kenya with focus on the universities that were recently chartered in the year 2016 and 2017 include; Machakos University, Taita Taveta University, Garissa University, Rongo University, Embu University, Murang’a University, Co-operative University and Kirinyaga University. The researcher will employ a survey research design in conducting the study. The main data collection tools included semi structured questionnaires; which gave the respondents a bigger say in the study. The questionnaires that was administered in both open ended and close ended questions and interviews was administered to the respondents to get as much data as possible and more clarity. The sample was derived from the universities that were recently chartered in the year 2016 and 2017 include; Machakos University, Taita Taveta University, Garissa University, Rongo University, Embu University, Murang’a University, Co-operative University and Kirinyaga University. Population which stands at 2608 employees. The study employed stratified sampling. This due to the different cadres of employees in the University. These cadre of employees include Academic staff, Non-academic staff and top management, middle level management and support staff. The date collected will be analyzed using SPSS version 25. The data findings and analyses was presented using textual method; where it was explained using texts, tabular methods; using frequency distribution method and graphical methods; using bar charts, pie chart and histograms. The major finding was non-monetary incentives has significant role on employee performance in public universities in Kenya
Keywords: employee recognition, capacity building, work autonomy, flexible schedules at work.
Title: Role of Non-Monetary Incentives on Employee Performance in Public Chartered Universities in Kenya
Author: Ogony Chrisantose Odhiambo, Prof. Mike A. Iravo
International Journal of Social Science and Humanities Research
ISSN 2348-3156 (Print), ISSN 2348-3164 (online)
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