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ROLE OF REWARD AND PERFORMANCE MANAGEMENT IN DEVELOPMENT OF ORGANIZATIONAL CITIZENSHIP BEHAVIOUR AMONG THE CIVIL SERVANTS IN KENYA


Ahmed Galgalo Guyo

Jomo Kenyatta University of Agriculture and Technology, Kenya

Dr. Wario Guyo

Jomo Kenyatta University of Agriculture and Technology, Kenya

ABSTRACT

Although many have called for the elimination of performance appraisals, linking performance to distribution of salary, bonuses, and incentives contributes to effective talent management and follows research on the role reinforcement plays in motivating performance. A great deal of research shows that pay for performance, when well executed can indeed motivate individuals to perform well. Rewarding performance with extrinsic rewards is only way one to motivate individuals, but it can be very effective. Therefore, this paper examined the role of reward and performance management in developing organizational citizenship behaviour among the civil servants in Kenya. The study employed descriptive study designs. The target population comprised of the 18 government ministries. With an average of 1444 employees per ministry, the study applied a two stage cluster sampling technique. The first stage cluster sampling randomly selected one ministry which was considered as a sub population in the cluster sampling. The second stage sampling also used a simple random sampling to select 10% of the average number of employees in the ministry selected at the first stage in order to reduce the vast number of subject into a manageable sample size of 144 respondents were selected to participate in this study. Descriptive statistic was used to compute percentages of respondents’ feedbacks. Correlation and regression analysis were used to determine the relationship between the research variables. Confirmatory factor analysis (CFA) was used to test whether measures of a construct were consistent with researcher's understanding of the nature of that construct (or factor). These results provide clear guidance with respect to linking reward and performance management to the process of developing organizational citizenship behaviour. The findings strongly support the view that reward and performance systems are more effective when there is a connection between the results of a performance appraisal and the compensation of individuals. This study therefore, applauds that policies be put in place to review the reward and performance management system currently used in recruitment and selection among the public servants in Kenya.


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