Browsing by Author "Assefa, Eyerusalem"

Now showing 1 - 2 of 2
  • No Thumbnail Available
    Item
    The Effect Financial and Non-financial Reward on Employees Performance the Case of East Africa Holdings: Lion Brands PLC
    (Addis Ababa University, 2020-06) Assefa, Eyerusalem; Beyene, Abeba (PhD)
    The purpose of this study was to assess The Effect of Financial and Non-Financial Reward on Employees Performance in East Africa Lion Brands Plc.. The study adopted an explanatory research design. Out of 270 target population a sample size of 162 was taken using Yemani’s statistical formula and responses of 151 employees were analyzed. Data was collected using structured questionnaires and using Statistical Package for Social Sciences (SPSS) Version 20 the data were analyzed . Different Statistical tools were used; Pearson product-moment correlation and multiple regression were used to examine the relationship and effect of Financial and Non-Financial Reward on Employee Performance . Descriptive statistics frequency tables were used to provide data on the variables. The validity of the instrument was checked and internal consistency of the instrument was measured using Cronbach Alpha. Hypotheses were established to verify the effect of all the independent variables (base pay, Variable pay, recognition and training and development) on the dependent variable (Employees’ Performance). The findings indicated that variable pay, recognition and training and development have significant relationship with employee performance. The results prove that Financial and Non-Financial reward are important predictor that have an effect on employee performance. The company must be able to improve and pay more attention to the provision of reward consisting the variables in a fair manner in accordance with employee performance contributions in order to improve, employee performance
  • No Thumbnail Available
    Item
    Employee Equity Perception Towards Performances Management and Association With Organizational Commitment With References to Federal Government Ministries of Ethiopia
    (Addis Ababa University, 2016-06) Assefa, Eyerusalem; Gebrehiwot, Firehiwot (PhD)
    The purpose of this study is to examine the relationship between components of organizational commitment and equity perception of public sector employees toward performances management system and practices. Though there are several theoretical and empirical literature on performance management and organizational commitment, there has not been any similar study on public sector organizations in Ethiopian context. Therefore, this study could make important contribution by filling the gaps in studies relating to performance management system and organizational commitment in Ethiopian public sector. Evidence suggests that performance evaluations are often inaccurate and manipulated, thus affecting employee attitudes and behaviors. This study examines the effects of employee perception of performance appraisals and on organizational commitment. Questionnaire was distributed to a sample of One hundred twenty employees of various ages, backgrounds, experiences and both genders were conveniently selected for the questionnaire survey. The questionnaire used for the survey consists of four parts: measures of perception of performance appraisal, affective commitment, normative commitment, continuances commitment and demographic Variables. Correlation model was used to analyze the quantitative data obtained through questionnaire survey and to test the hypotheses in order to examine the effects of performance appraisal system on different aspects of organizational commitment. The results indicated that when employees perceived of performance appraisal ratings as fair in terms of procedural, interactional and distributional justices /equity, all models of organizational commitment increased. Furthermore, when employees perceived performance management as unfair in terms of procedural, interactional and distributional justices /equity, their organizational commitment decreased. Therefore, this study recommends that in order to improve employees‟ commitment, managers should ensure fairness in performance managment process and avoid unwarranted political intervention and manipulations, uninformed decision, personal bias and unfair distribution of promotion and rewards in an organizations. In addition, the performance appraisal system, evaluation criteria and methods used by public sector organizations should be revised and improved. Key words: Equity perception performances commitment management organizational