The Role Of Reward Management System In Improving Employee Performance: A Case Of Motor And Engineering Company Of Ethiopia (MOENCO)
| dc.contributor.advisor | Mekonnen, Worku (PhD) | |
| dc.contributor.author | Haile, Meseret | |
| dc.date.accessioned | 2018-10-17T12:03:44Z | |
| dc.date.accessioned | 2023-11-04T13:52:16Z | |
| dc.date.available | 2018-10-17T12:03:44Z | |
| dc.date.available | 2023-11-04T13:52:16Z | |
| dc.date.issued | 2017-06-21 | |
| dc.description.abstract | The current trend towards performance related reward systems is designed to lead to greater rewards and motivations for those who contribute the most. However, designing such reward systems is complex, as they aim at influencing human behavior. cultures, underpinning core values and increasing the motivation and commitment of employees. These reward processes cover both financial and non-financial rewards. There are direct financial rewards which consist of payments in the form of wages, salaries and bonuses. There are also indirect financial rewards, or benefits, such reward had been seen as vital instrument in employee performance. A well rewarded employee feels that he/she is being valued by the company that he/she is working for. They are also encouraged to work harder and better if they are aware that their well-being is taken seriously by their employers, and that their career and self development are also being promoted and taken care of by their company. This study sought to find out that the role of reward management system to improve employee performance. Data were collected through questionnaire prepared based on various scholars work. The validity of the instrument was checked and internal consistency of instrument was measured using Cronbach Alpha and the result was 83%. A quantitative descriptive research design with survey method is applied in this study. Using stratified random sampling technique 99 participants (employees) from the target (MOENCO) were selected from the total population of 140. The results indicates that there is a statistically positive significant and direct existing relationship between Extrinsic reward and employees performance (r= .385**, p < 0.01) but this relationship is less as compared to the Intrinsic Reward (r=437**, p<0.01). The results of regression analysis shows that; 21.8% is explained by, 27% change in employee performance. The results of the analysis shows that, in the performance management systems practice of MOENCO there are some strong areas to be further strengthened and as well as weak areas to be improved. Employee promotion is one among the weak, areas. It is suggested that MOENCO needs to revise the career ladder in order to create an opportunity for future promotion | en_US |
| dc.identifier.uri | http://etd.aau.edu.et/handle/123456789/12793 | |
| dc.language.iso | en_US | en_US |
| dc.publisher | Addis Ababa University | en_US |
| dc.subject | reward management | en_US |
| dc.subject | employee performance | en_US |
| dc.title | The Role Of Reward Management System In Improving Employee Performance: A Case Of Motor And Engineering Company Of Ethiopia (MOENCO) | en_US |
| dc.type | Thesis | en_US |