REWARD MANAGEMENT PRACTICES AND PERFORMANCE OF GOVERNMENTAL AGENCIES IN THE WATER SECTOR: A CASE OF NORTHERN WATER WORKS DEVELOPMENT AGENCY, KENYA
REWARD MANAGEMENT PRACTICES AND PERFORMANCE OF GOVERNMENTAL AGENCIES IN THE WATER SECTOR: A CASE OF NORTHERN WATER WORKS DEVELOPMENT AGENCY, KENYA
Abdihakim Ibrahim Ibrahim - Student, Master of Public Policy and Administration, Kenyatta University, Kenya
David Minja - Lecturer, Department of Public Policy and Administration, School of Law, Arts and Social Sciences, Kenyatta University, Kenya
ABSTRACT
The purpose of this research was to examine the Northern Water Works Development Agency in Kenya to see how various forms of employee recognition and financial incentives, impacted productivity. Theory from Herzberg's two-factor model and the theory from expectation school of thought, the study was done. Both an exploratory and a descriptive research strategy were used in the study. Executives and managers from Kenya's Northern Water Works Development Agency took part in the research. The Northern Water Works Development Agency in Kenya employed a total of forty-one supervisors and thirty-two managers. Out of a total population of 73, 73 were selected as the sample size. When researchers realized they couldn't manage a manageable sample size, they recommended doing a census survey. The use of questionnaires allowed for the collection of primary data. The graduate school at Kenyatta University was contacted to get a permission letter for the study. Additionally, a letter of research permission was requested from the National Commission of Science, Technology, and Innovation. Descriptive statistics (mean and standard deviation) and inferential statistics (correlation analysis and regression analysis) were used in Statistical Package for the Social Sciences 24 to evaluate the quantitative data. Data in the form of tables and figures were used to display numerical information. The analysis of financial incentives indicated a moderate to high level of agreement among respondents regarding their positive influence on performance and motivation, aligning with existing literature. Similarly, respondents perceived positive practices of employee recognition consistent with previous research emphasizing their impact on organizational performance and employee satisfaction. While areas of organizational performance strengths were identified, such as customer service and productivity, there were also areas for improvement. Financial incentives exhibited a significant positive effect on organizational performance, with a Beta value of 0.204 and a significance value (Sig.) of 0.008. Employee recognition demonstrates a significant positive effect on organizational performance, with a Beta value of 0.581 and a significance value (Sig.) of 0.000. Suggestions for further study involve longitudinal assessments of incentive schemes, comparative policy analyses, evaluations of community engagement strategies, and studies on technological innovations' adoption and impact in the water sector.
