Motivation and satisfaction as functions of Perceptions of reward: a case study of employees of Kenya Revenue Authority
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.