The Effect of Reward Practice on Organizational Commitment: the case of Wegagen Bank, S.C
| dc.contributor.advisor | chane, Abraraw (PhD) | |
| dc.contributor.author | Girma, Nigus | |
| dc.date.accessioned | 2019-11-05T07:28:20Z | |
| dc.date.accessioned | 2023-11-04T13:52:49Z | |
| dc.date.available | 2019-11-05T07:28:20Z | |
| dc.date.available | 2023-11-04T13:52:49Z | |
| dc.date.issued | 2019-02 | |
| dc.description.abstract | The purpose of this research was to examine the effect of Reward Practice on Organizational commitment in Wegagen Bank. The research indented to look separately at the effect of both aspect of reward, financial and non-financial, on organizational commitment by taking frontline employees of the Bank working in branches located at Addis Ababa as target population. A simple random sampling technique was applied, due to the homogeneous nature of the target population, to draw a sample size of 239. Both descriptive and inferential statistical techniques were used to analyze the data. Correlation analysis was conducted to see the relationship between reward and organizational commitment. The findings of the study highlight the fact that financial rewards; payment/salary, benefit and variable pay have no significant relationship with organizational commitment. The correlation analysis conducted on Non-financial rewards (recognition, career planning & development and job content) on the other hand, demonstrated a strong, positive and significant relationship between recognition and job content and organizational commitment while a moderate and positive relationship was observed between career planning & development and organizational commitment. It has been recommended, as a result, the Bank should review its financial reward packages both in terms of their equity and procedural justices so as to maximize a return of high level of organizational commitment from the investment made on these rewards. Moreover, since non-financial rewards are cost effective way of motivating employees for better level of organizational commitment, the Bank has to further strengthen them | en_US |
| dc.identifier.uri | http://etd.aau.edu.et/handle/123456789/19792 | |
| dc.language.iso | en_US | en_US |
| dc.publisher | Addis Ababa University | en_US |
| dc.subject | Reward | en_US |
| dc.subject | Financial Reward | en_US |
| dc.subject | Non-financial Reward | en_US |
| dc.title | The Effect of Reward Practice on Organizational Commitment: the case of Wegagen Bank, S.C | en_US |
| dc.type | Thesis | en_US |