Rewards management and employee performance. A case of Kazo District Local Government, Uganda.
Résumé
BackgroundThis study examined the effect of rewards management on employee performance in Kazo District Local Government, Uganda. MethodsThe study adopted a cross-sectional design with a predominantly quantitative approach, complemented by key informant interviews.A sample of 261 respondents was drawn from a target population of 800 employees using Krejcie and Morgan's (1970) table, with stratified and simple random sampling applied across health, education, and administrative cadres, yielding 240 valid responses (92.0%response rate).Quantitative data were analysed using descriptive statistics, a one-tailed Pearson correlation, and simple linear regression in SPSS, while qualitative data from key informant interviews were analysed thematically. ResultsMost of the 240 respondents were female (59.2%), from the Education department (53.3%), and in technical roles (46.7%), with 76.7% having served more than six years and 43.3% holding a degree, indicating a predominantly female, experienced, and fairly well-educated workforce.Employees rated rewards management (M = 3.11, SD = 0.72) and employee performance (M = 3.30, SD = 0.73) as moderate.Rewards management was positively and significantly related to employee performance (r = 0.387, p < 0.01, one-tailed) and explained 15.0% of its variance (R² = 0.150, F(1, 238) = 36.845,p < 0.01).Qualitative findings showed that delayed salaries, inconsistent non-monetary rewards, and perceived unfairness constrained performance. ConclusionRewards management is a significant, though partial, predictor of employee performance in local government; the moderate relationship reflects implementation weaknesses rather than a flaw in reward-based motivation. RecommendationThere is a need to establish a salary tracking and transparency committee, formalising non-monetary reward policies, piloting a performance-linked allowance scheme, and convening a district-ministry dialogue forum to address systemic barriers to reward administration.
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