The Impact of Reward Systems on Employee Performance. A Case Study of Equity Bank Kireka
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Date
2025-06-04
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Uganda Christian University
Abstract
This study was meant to establish the effect of reward systems on employee performance of Equity Bank Kireka. The objectives of this study were to investigate the influence of pay on the performance of employees in Equity Bank Kireka, to investigate the influence of training on the performance of employees in Equity Bank Kireka, and to examine the influence of promotion opportunities on the performance of employees in Equity Bank Kireka. The study provided immense input that was useful to the government of Uganda in making policies on reward systems and compensation packages for various industries. The study adopted a crosssectional survey research design to establish the relationship that existed between reward system and employee performance. The study population consisted of 41 employees at the branch but a sample size of 38 respondents was selected through purposive and random sampling techniques. Data is mainly collected through primary methods like self-administered questionnaires, personal interviews, and from secondary sources like journals and textbooks. Data so collected shall be analyzed using SPSS software and presented in tabular form. The questions were made valid by clarity and reliable through the pilot study. Based on the first objective: to find out the effect of pay on employees' performance in Equity Bank Kireka, the results indicated that a good pay system motivates personnel to perform well in their duties. The study, done to find out how training affects the performance of Equity Bank Kireka employees, observed that the training programs which best suit the needs and expectations of employees and include components of on-the-job, practical, and social learning have a positive influence on employee commitment, performance, and productivity. Second, it looks at the influence of promotion opportunities on the performance of Equity Bank Kireka employees: studies have shown that when promotions are seen as achievable and welldeserved, the levels of engagement and performance are higher. It also recommended that, in Equity Bank Kireka, promotion processes should be as open and fair as possible through the provision of clearly spelled-out promotion criteria, as well as communications with regard to the opportunities for promotions.
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