| dc.description.abstract | Kenya Revenue Authority (KRA), like any other public organization, despite establishing reward
systems to improve its employees, its employees have been criticised of being lazy, corrupt and
that they lack professionalism in their work (Abuga, 2007). The Authority is thus under constant
pressure to revise its benefit offering to staff, which includes a reward and recognition
programme that staff buy-in too, is satisfied with and which is linked with the organisation’s
strategy. Therefore, the aim of this study was to investigate the role played by perceptions of
reward on motivation and job satisfaction of employees at the Kenya Revenue Authority.
This study was a descriptive survey research design. The population of interest is all 2800
employees at KRA. A sample size of 280 employees was selected using multistage sampling
technique for the purpose of this study. Primary data was collected using questionnaire. The
questions were both open-ended and close-ended. The questionnaires were administered through
drop and pick method. Descriptive statistics in the form of mean, frequency and percentage was
used to describe the data. The mean score for each department was calculated and the standard
deviation used to interpret the respondents deviation from the mean. Pearson Product-Moment
Correlation statistic was used to determine the relationship between the independent and
dependent variables. The results were presented on frequency distribution tables and bar charts.
The results revealed that there is a significant relationship between all eight of the subdimensions
of work motivation and satisfaction, that include work content, payment, promotion,
recognition, working conditions, benefits, personal, leadership (level of satisfaction with the
organisation). The results indicate that there is a significant statistical relationship between all of
the eight dimensions of the motivation and job satisfaction and reward. It is evident from the
study that reward systems influence employee motivation and satisfaction. It was also significant
to discover that there is a direct and positive relationship between reward systems and job
satisfaction and motivation, and employee performance. Therefore, KRA could benefit by
focusing on the factors that positively impact employee motivation and job satisfaction. There is
need therefore for KRA to reward and recognition its employees in order to motivate them and
enhance the job satisfaction. | en |
