The relationship between rewards and job satisfaction at the national cereals and produce board
Employee satisfaction is an important variable that is able to give an opinion about general emotion and thinking forms of employees about their job and workplace. Understanding employee satisfaction and the factors leading to it are of paramount importance to organization. This is because it may determine the attraction and retention of high caliber employees and in turn increased turnover, improved corporate image for the organization among other benefits. Employees respond best and most effectively not when they are controlled by management, placed in narrowly defined jobs and rated as unwelcome necessity, but instead when they are given broader responsibilities, encouraged to contribute and helped to achieve satisfaction in their work. The purpose of the study was to establish the relationship between reward and employee satisfaction at the National Cereals and Produce Board. The study adopted a descriptive survey research design. The population of the study was all the employee of National Cereals and Produce Board. A structured questionnaire was prepared and distributed to all selected respondents. The study comprised of two variables, rewards which was the independent variable and job satisfaction which was the dependent variable. A five point scale was used to collect data and analysis was based on averages, percentage and correlation analysis. The study found out that the rewards which were used by the organization was the basic pay, either allowance or housing, medical cover, leave allowance, sick leave, promotion, training, life insurance, retirement benefits other than the legally required like NSSF, any personal services and performance based pay. There was a strong positive correlation between employee job satisfaction and rewards (ρ=0.792). At the same time the results indicates a strong correlation between rewards and job satisfaction in regard to the general working condition (ρ =0.709); pay and promotional potential (ρ =0.854); job design (ρ =0.693) and job feedback (ρ =0.618). The findings indicate that the level of employee job satisfaction in the organization is dependent on the rewards.