Impact of Reward Management Practices on Employee Performance in Tertiary Institutions, Kogi State, Nigeria

Abstract

The education industry is acclaimed to be the engine-room of economic development of nations across the globe because of its multiplier effects but its performance largely depends on I the extent to which its employees are motivated towards rendering their services enthusiastically. This research on Impact of reward management practices on employee performance in tertiary institutions in Kogi State with a focus on the Federal Polytechnic Idah, in Kogi State is carried out to examine the extent to which reward management practices influences employee p in Kogi state. The study adopts a descriptive research survey design with a total population of 1326 who are employees of the study area but a sample of 384 was used using the Krajcie and Morgan sample size formular. However, out of the total sample size of 384 respondents reached only 277 completed and returned the questionnaire giving a retrieval rate of 77%. The study elicited data using 30 items structured questionnaire designed in a five points Likert scale. The formulated hypotheses were tested using simple linear regressions. The findings revealed that there is significant positive relationship between reward management practices and employee’s performance in tertiary institutions in Kogi State. The study specifically revealed that there is significant positive relationship between career development and employee efficiency (r =.873, p-value <0.05, there is significant positive relationship between employees’ engagement and quality of work (r =.794, p-value <0.05 and there is significant positive relationship between work-life balance and cooperativeness (r =.782, p-value <0.05. Based on the findings, this research therefore recommends that career development programmes should not only be sustained but be integrated so that employees be motivated towards enthusiastically contributing their best towards-the attainment of the organization objectives. Additionally, there should be an articulated blue-print targeted towards employee engagement: Finally, the institutions should provide a platform for evaluating employees activities through conscious and open communication where the employees will be willing to interact with the employers thereby creating a platform for career counselling where employees work would be adequately match with their personal lives.