Seifu Mamo (PHD)Bayush Solomon2026-11-062026-11-062026-10-03https://etd.aau.edu.et/handle/123456789/9354This study examined the effect of rewards management practice on employee job satisfaction at Mercy Corps Ethiopia. Using a quantitative cross-sectional survey, data were collected from 164 employees through a structured questionary and analyzed using SPSS version28.mainly focused on the function of financial and non-financial rewards in affecting employee feeling towards their job. The results showed strong positive links between reward practices and job satisfaction. Financial rewards strongly related to satisfaction (r=.771, p<.001); non-financial rewards were also found to relate strongly to employee satisfaction (r=.755, p<.001) together explain the employee satisfaction variation of 67.6%. Financials had a slightly stronger predictive power (β = .476), while non-financial rewards particularly meaning work, recognition, and autonomy also contribute significant (β = .416). employees valued the sense of purpose in their humanitarian roles but expressed concerns about promotion-linked salary increase, career development, and consistent recognition. The study concludes that a balanced total reward approach combining fair compensation with strong intrinsic motivators is essential for improving satisfaction commitment and retention in humanitarian organizations.en-USReward managementfinancial rewardsnon-financial rewardsjob satisfactiontotal rewardshumanitarian organizationsMercy Corps EthiopiaThesis