The Effect of Reward Management on Employee Motivation: The case of Ethiopia Commodity Exchange
| dc.contributor.advisor | Bekalu, Wubeshet (PhD) | |
| dc.contributor.author | Kebede, Yared | |
| dc.date.accessioned | 2018-07-23T11:52:57Z | |
| dc.date.accessioned | 2023-11-04T13:54:32Z | |
| dc.date.available | 2018-07-23T11:52:57Z | |
| dc.date.available | 2023-11-04T13:54:32Z | |
| dc.date.issued | 2013 | |
| dc.description.abstract | Reward system is one of the most essential parts in a company’s development and success. In order to maximize the overall performance of the company, it is vital for an employer to understand how employees perceived the fairness of the reward system, and motivated by the rewards given by the company. This study sought to find out that the effect of reward management on employees’ motivation in Ethiopia Commodity Exchange. Data were collected through questionnaire prepared based on various scholars work. The validity of the instrument was checked and internal consistency of the instrument was measured using Cronbach Alpha and the result was 79%. Considering the manageability of number of employees in the Exchange, the researcher used census method to incorporate all of the employees by excluding those who are not served the exchange above one year. A total of 107 questionnaires were distributed to the respondents. Of the total distributed questionnaires, 91 usable questionnaires were returned which is about 87.5% response rate. With respect to the dimensions of employee motivation assed by the questionnaire, the result indicates that the mean values for the payment, benefit, promotion, working condition, recognition and leadership rated by respondents with their motivation level ranged from a low of 2.72 to a high of 3.84. The values of correlation coefficient in case of significant relationship vary from lowest (0.333**) to highest (0.620**). There is statistically direct significant and positive relationship between non-financial reward and employee motivation (r = .749, p <0.01). The results also indicates that there is a statistically positive significant and direct existing relationship between financial reward and employees motivation (r= .445, p < 0.01) but this relationship is less as compared to the non-financial rewards. The results of regression analysis shows that; 11% variance in employee motivation is explained by Payment, 18% change in employee motivation is due to Benefits, 36% change in employee motivation is due to Promotion, 38% change in employee motivation is due to Recognition, 37% change in employee motivation is due to Work Condition and 26% change in employee motivation is due to Leadership. On top of that, a significant portion of employees considered the reward system in ECX as less motivating, unfair, and seemed to be less engaged, and committed to the organization. | en_US |
| dc.identifier.uri | http://etd.aau.edu.et/handle/123456789/9812 | |
| dc.language.iso | en | en_US |
| dc.publisher | Addis Ababa University | en_US |
| dc.subject | Human Resource | en_US |
| dc.title | The Effect of Reward Management on Employee Motivation: The case of Ethiopia Commodity Exchange | en_US |
| dc.type | Thesis | en_US |