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ABSTRACT
This research work examines organizational reward system and employee performance using NNPC as a case study. The study population is made up of staff of NNPC Port Harcourt. The study therefore adopted the descriptive case study method as well as the employment of dichotomous questionnaires to enable the collection of necessary data. The chi-square method was used to analyzed data collection and in testing the formulated hypotheses. The finding shows that there is a relationship between organizational rewards system and employee’s performances. Based on our seconding hypothesis which the (Ho) was rejected, and (Hi) accepted, which says that there is significant relationship between salaries/ways and employee performance. Therefore, organization should developed proper reward system to improve job performance in the organization as to achieve the organization objectives.
TABLE OF CONTENT
DECLARATION i
CERTIFICATION ii
DEDICATION iii
ACKNOWLEDGEMENT iv
ABSTRACT v
TABLE OF CONTENT vi
CHAPTER ONE 1
INTRODUCTION 1
1.1 BACKGROUND OF THE STUDY 1
1.2 STATEMENT OF THE PROBLEM 2
1.3 OBJECTIVES OF THE STUDY 3
1.4 RESEARCH QUESTIONS 4
1.5 RESEARCH HYPOTHESES 4
1.6 SIGNIFICANCE OF THE STUDY 4
1.7 SCOPE/DELIMITATION OF THE STUDY 5
1.8 LIMITATION OF THE STUDY 5
1.9 DEFINITION OF TERMS 6
CHAPTER TWO 17
LITERATURE REVIEW 17
2.1 CONCEPTUAL FRAMEWORK 17
2.2 THEORETICAL FRAMEWORK 17
2.3 DEFINITION AND MEANING OR ORGANIZATIONAL REWARD SYSTEM OR COMPENSATION. 18
2.4 DIMENSIONS OF ORGANIZATIONAL REWARD SYSTEMS 20
2.4.1 SALARIES /WAGES 20
2.4.2 INCENTIVES 21
2.4.3 BONUSES 21
2.2 ORGANIZATIONAL PERFORMANCE AND MEASURES 24
2.5.1 PRODUCTIVITY 24
2.5.2 EFFECTIVENESS 24
2.5.3 EFFICIENCY 25
2.6 RELATIONSHIP BETWEEN ORGANIZATION REWARD SYSTEMS AND EMPLOYEE PERFORMANCE 26
CHAPTER THREE 28
RESEARCH METHODOLOGY 28
3.1 RESEARCH DESIGN 28
3.2 POPULATION 28
3.3 SAMPLE AND SAMPLING TECHNIQUE 29
3.4 DATA COLLECTION METHOD 29
3.5 DATA ANALYSIS 30
3.6 RELIABILITY AND VALIDITY 30
CHAPTER FOUR 32
DATA PRESENTATION AND ANALYSIS 32
4.1 DATA PRESENTATION 32
4.2 Data Analysis 32
4.3 Testing of Hypothesis 36
4.4 Discussion of Findings 41
CHAPTER FIVE 42
SUMMARY, CONCLUSION AND RECOMMENDATIONS 42
5.1 Summary 42
5.2 Conclusion 43
5.3 Recommendation 43
REFERENCES 45
APPENDIX I 47
APPENDIX II 48
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Nowadays organizations need to have effective and efficient managers and employees to be able to achieve their goals in order to enhance all round development (Benneth & Anderson, 2003). Directors as the official representative of the organization is headed coordination and success of the organization and realization of the goals depending on how practice of management and his leadership style effective. Appropriate behavior pattern of the director in each organization creates a strong moral in the staff and increasing their performance rate from the permission (Benneth & Anderson, 2003).
It is an obvious fact that effective implementation of favourable comparison management will not only and in stabilizing and retaining employees but also helps in reducing labour turn over within the organization. Employee’s comparison can be seen as all forms of financial returns and tangible benefit that employees receive as part of an employment relationship can be referred to as the totality financial and non-financial rewards an employee receives in return for his/her labour or services.
The increase in employee performance and organizational productivity is not possible without effective application of employee’s ability and their motivation and the one of this leadership skill is that to strengthen the creativity and motivation in the staff.
Certainly the manners leadership styles are very effective in right driving of the best styles of leadership will lead to increase organization effectiveness and efficiency. This research is therefore necessary to take steps to improve employee performance because the type of employee performance is the perquisite to organizational effectiveness.
In fact, if the manager has the skills and techniques to effectively manage the relationship with employee’s motivation and job satisfaction levels of employee andalso higher and given that the engine of the organization is its employees this can effectively help to improve the performance of the organization.
Reports can generate as important role for employee a good employee facts that value of the company is working for the also enhance the better work they are well-being. The highly motivated employee builds advantages for their company and leads the organizational of them its objectives Rizel (2010). This paper impact of reward dimension on employee performance with special reference to highly companies according to Habiban (2003) that job satisfaction affects the level of employee performance which means that satisfaction derived from therefore declaration of employee to good.
Reward is the most important element to eliminate employee for paying their best performance to generate the motivation and the new ideals increase the company performance and financial and non-financial (Dewhurst, 2011) the relationship of the manager supervision reward power positivity satisfaction turnover and organization Dee Pros (1994) argued that motivation of employee productivity can be enhance to provide effective recognition which provides the result to improve the performance of the organization.
Good performance might lead to rewards which invariably lead to satisfaction and when an employee is satisfied it will leads to increase in productivity and the performance of the employee will change for good. The satisfaction goes further to generate more job commitment to increase employee’s performance and productivity (Catter & Lawler 1967).
1.2 STATEMENT OF THE PROBLEM
Workers are vital ingredients in achieving organizational goals workers belong to labour factors of prediction workers being human are faced with several problems ranging from psychological health finance and overwhelming are to impede workers contribution towards organizational goals.
It is the duty of the manager or employee of them labour to identify workers of personal problems a proffer solution to these through effective reward system. The realization of these expectations of the workers determines the level of turnover. Reward system should ensure that a worker get commensuration reward for work input.
The problem in organization has been the poor administration of reward. It has been a great concern both employers and employees. Employers are demanding too many employees are also complaining labour is not adequately rewarded.
Researchers support that poor rewards lead to poor labour turnover, poor job commitment and poor multinational state (Herzbery, 1959). Many authors also agree that classification is a fundamental issue in workers frustration and eliminates to poor performance inspire of the various made by management to maintain industrial harmony with enhance productivity in our organizations there has been a continuous rise in workers dissatisfaction ranging from reward systems. It is against this background that this study examines the relationship employee performance. (Herzbery, 1959).
1.3 OBJECTIVES OF THE STUDY
The main purpose of the study is to examine the relationship between organizational reward system and employees performance. The specific objectives are:
1. To examine the relationship between salaries and wages and employees performance in NNPC Port Harcourt.
2. To examine the relationship between incentives and employee performances in NNPC Port Harcourt,
3. To examine the relationship between bonuses and employee performance in Port Harcourt.
1.4 RESEARCH QUESTIONS
The following research questions are posed to guide this study.
1. Is there any relationship between salaries and wages and employee performance in NNPC Port Harcourt?
2. Is there any relationship between incentives and employee performance in NNPC Port Harcourt?
3. Is there any relationship between bonuses and employee performance in Port Harcourt?
1.5 RESEARCH HYPOTHESES
The research work has three (3) pairs of hypothesis in relation to its research question
H01: There is no relationship between salaries and wages and employee performance in NNPC Port Harcourt?
H02: There is no relationship between incentives and employee performance in NNPC Port Harcourt?
H03: Is there any relationship between bonuses and employee performance in Port Harcourt?
1.6 SIGNIFICANCE OF THE STUDY
The results of this study will inform an employer to identify the type of reward system available to workers in the organization and to know whether workers are motivated with the reward employers administer. It will also help the managers to know the extent to which the reward system can influence workers’ productivity of performance.
The study will also help students that will conduct research in relation to the work to enable investigation of this nature to improve and find solutions to its problems.
At the same time, it will help practicing managers to know how the workers in an organization should be motivated effectively. The study will also reveal the extent to which workers are rewarded whether they are satisfied with the organizational reward system or dissatisfied.
The study will also help students that will conduct research in relation to the work to enable investigation of this nature to improve and find solutions to its problems. At the same time, it will help practicing managers to know how the workers in an organization should be motivated effectively. The study will also reveal the extent to which workers are rewarded whether they are satisfied with the organizational reward system or dissatisfied.
The study will equally create room for employers to decrease and effectively manage labour turnover and establish conducive working environment for both workers and employers. It is our belief that this study will also help future researchers in the subject and other related areas. It will also make some contribution to the existing knowledge in the field of management.
1.7 SCOPE/DELIMITATION OF THE STUDY
This study is delimited under the following
The content scope: The content scope of the study involves the investigation of the relationship between employee performances.
The independent variable is organizational reward systems with the following dimensions namely: salaries incentives, rewards and bonuses. And the dependent variable is employee performance and its measures namely, productivity, effectiveness and efficiency.
Geographical scope: The domain of this study involves in NNPC Port Harcourt
Unit of analysis: This is a micro level analysis because the focus is to examine how organizational reward system relates with employee performance.
1.8 LIMITATION OF THE STUDY
Given the critical and sensitive nature of the topic under this study, the researcher encountered a number of problems which hindered the research work. Paramount among these constraints is the time frame within which the work was expected to be completed. The time period of completion for the work was too small considering the fact that the topic covered the whole banking sector. Beside the cost of embarking on this project work considering the volume of work involved also gave its own constraint on the research work as the researcher was not financially buoyant enough to .carry out all the investigations deemed necessary to be carried out.
Furthermore, the people interviewed also gave their own limitations as most information sought for were mainly from the NNPC in Port Harcourt, the research found it difficult tracing those used for the research work which gave him a tough time to do its worthy to mention that the major sourced of this work was on intranet.
1.9 DEFINITION OF TERMS
The following terms are operationally defined below:
Bonuses: This means an extra payment to the workers beyond the normal wage.
Effectiveness: This refers to the amount to which objectives are achieved and the extent to which targeted problems are solved.
Efficiency: Efficiency is the ability to avoid wasting materials, energy, efforts, money and time in doing something or in producing a desired result. In a more general sense, it is the ability to do things well, successfully, and without waste.
Incentives: This is the amount of remuneration paid to a worker over the normal wage as an incentive for employee’s contribution to the increased production or saving in time or material.
Organization: An organization is a social unit of people that is structured and managed to meet a need or to pursue collective goals.
Performance: This is the accomplishment of various task assigned to a job by a worker in accordance with the requirement and specification of the job.
Productivity: Productivity is an average measure of the efficiency of production. It can be expressed as the ration output to inputs used in the production process, i.e. outputper unit of import.
Reward: This involves a thing that is given in recognition of service, effort or achievement, or given something to someone in recognition of their services, efforts or achievements.
Salaries: The term salary means the remuneration paid to the clerical and managerial personnel employed on monthly or annual basis.
Wages: A fixed regular payment earned per work or services, typically paid on a daily or weekly basis.
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