Effect of Reward on Nurse Job Performance in Kenyan National Referral Hospitals
Keywords:
Employee Reward, Job Performance, Kenyan National Referral HospitalsAbstract
Employee job performance plays a critical role in firm's competitiveness, sustainability and continuous improvement and thus continues to fuel a great deal of research. A significant number of studies propose that reward predict employee job performance. Effective reward enables firms to attract, engage and retain key staff to achieve strategic and financial goals. The purpose of this study was to determine the effect of employee reward on nurse's job performance in Kenyan national referral hospitals. The study employed cross sectional survey research design. The study found out that extrinsic and intrinsic reward is positively and significantly related to employee job performance, however extrinsic reward (77.3%) influenced job performance to a great extent as compared to intrinsic reward (64.9%). The study concludes that employees reward significantly enhances employees' performance. Rewards are very essential in the organization to support confidence and to establish humanity between rewards are given to motivate employees in safeguarding complete obligation to their work in the economizing stage so that employees well perform own jobs. The management of referral hospitals should set reward systems and programs that link the type of rewards given to encourage performance based results. Thus the higher the rewards perceived by employees, the greater the motivation to work smart for better service delivery. In shaping people results and performance, therefore, rewards should reinforce individual motivation.
Key Words: Employee Reward, Job Performance, Kenyan National Referral Hospitals.
References
Al-Jarradi, K.S, (2011). An investigation into the effectiveness of the reward system in the government sector in the Sultanate of Oman and the potential for introducing a total reward strategy. Unpublished thesis: University of Manchester
Anitha,J.(2014),"Determinants of employee engagement and their impact on employee performance", International Journal of Productivity and Performance Management, 63 (3), 308–323
Chen I, Brown R, Bowers B.J, Chang W. (2015) Job Demand and Job Satisfaction in Latent Groups of Turnover Intention among Licensed Nurses in Taiwan Nursing Homes. Research in Nursing & Health, 38, 342–356.
Chen, H.M. and Fang, P.C. (2008), “A systematic framework for performance appraisal and compensation strategy”, Journal of Human Systems Management, 27, 161- 175.
Christian, M.S., Garza, A.S. & Slaughter, J.E. (2011).Work engagement: a quantitative review and test of its relations with task and contextual performance. Journal of Personnel Psychology, 64 (1), 89-136.
Cochran, W.G. (1963): Sampling Techniques, 2nd Ed., New York: John Wiley and Sons, Inc.
Green, E., Tull, D. S. & Albaum, G. (1988).Research for Marketing Decisions, 5th edn, Prentice-Hall, Inc., Englewood CliVs, NJ.
JefreeS. R, Zakar, Fischer F & Zakar M.Z (2015) Ethical violations in the clinical setting: the hidden curriculum learning experience of Pakistani nurses: MC Med Ethics. 16, 16.
Kahn, W.A. (1990). Psychological conditions of personal engagement and disengagement at Work; The Academy of Management Journal, 33 (4), 692-724.
Koopmans, L; Bernaards, C.M., Hildebrandt, H.V., Schaufeli, W.B., DeVet, H.C.W. & Van der Beek, A.J. (2014), “Conceptual frameworks of employee performance: a systematic review”, Journal of Occupational and Environmental Medicine, 53 (8), 856-866.
Ladner, S. (2015) "Effective reward ensures effective engagement", Strategic HR Review, 14 (4), 131 – 134.
Luneneburg F. C (2011) Expectancy theory of motivation: Motivating by altering expectations International journal of management, business, and administration 15 (1.
Maru, D, Biwott G & Chenuos, N. (2013) Selected job characteristics and performance of nursing employees in national referral hospitals in Kenya. European journal of Business and management 5 (17)
Maslach, C. Schaufelli, W.B. & Leiter, M.P. (2007) „Job burnout‟, Annual Review of Psychology, 52, 397-422.
Massingham, P.R. & Tam, L. (2015). "The relationship between human capital, value creation and employee reward", Journal of Intellectual Capital, 16 (2), 390 – 418.
Obaigwa, E.O (2015).Attitude of nurses towards older adults seeking treatment at KNH, Unpublished Dissertation: University of Southampton.
Redmond, B. (2010).Lesson 4: Expectancy Theory: Is There a Link Between My Effort and What I want? The Pennsylvania State University Website.
Richard, S; Ralph, A. & Kilmann, H. (2001). “The role of the reward system for a total quality management based strategy", Journal of Organizational Change Management, 14 (2), 110 -131.
Robinson, D; Perryman, S.& Hayday, S. (2004). The Drivers of Employee Engagement. Institute for Employment Studies, Brighton.
Saks, A.M. (2006). Antecedents and Consequences of Employee Engagement, Journal of Managerial Psychology, 21 (7), 600 – 619.
Saunders, M; Lewis, P.& Thornhil, A.(2007). Research methods for business students, India: Pearson education.
Schaufeli, W.B. & Bakker, A.B. (2010). Defining and measuring work engagement: bringing clarity to the concept, Work Engagement: A Handbook of Essential Theory and Research, Psychology Press, Hove, NY.
Sejen, L.(2011).How to Motivate and Engage Employees Post-recession: Employee engagement is critical to sustained business performance, Workspan 3/2011.
Takase, M., Teraoka, S. & Kousuke, Y. (2015). Investigating the adequacy of the Competence-Turnover Intention: how does nursing competence affect nurses‟ turnover intention? Journal of clinical nursing 24, 805-816.
Wakaba, M. Mbindyo, P. Ochieng, J. Kiriinya, R. Todd, j. Waudo, A. Noor, A. Rakuom, C. Rogers, M. & English, M. (2014). A public sector nursing workforce report in Kenya. a county level analysis. Human Resources for health 12:6