Reward Practices and Academic Staff Performance in Private Universities in Nairobi City County, Kenya
Penina Achieng Oluoch *
School of Business, Economics and Tourism, Kenyatta University, Kenya.
Priscilla Ndegwa
School of Business, Economics and Tourism, Kenyatta University, Kenya.
*Author to whom correspondence should be addressed.
Abstract
The study explored the nexus between reward practices systems and Kenya’s County City of Nairobi’s academic staff performance of private universities. Specifically, investigation explored how staff promotion, job recognition, career development and remuneration relate to employee performance specifically investigated in this study. The human capital, Maslow’s needs hierarchy, Herzberg’s Two Factor, expectancy, and Equity theory were reviewed. The investigation utilized a descriptive research design. The 11 private universities in Nairobi, Kenya's County City that are currently in operation was the study's target demographic. While 132 interviewees were selected using a random stratified sampling method as the size of the sample. A pilot study test such as reliability and validity test was conducted on questionnaire and the ethical standards of the school were duly followed. Findings demonstrated that staff promotion significantly affect staff performance positively; job recognition is said to have an inverse and insignificant effect on the staff performance; career development noted a significant and positive effect on staff performance as remuneration displayed positive and significant effect on the Kenya’s County City of Nairobi’s academic staff performance of private universities. The management of these institutions should establish transparent and merit-based promotion systems. This can be done by clearly defining promotion criteria that align with academic contributions, such as teaching effectiveness and research output, universities can motivate faculty to excel in their roles.
Keywords: Reward practices, academic staff performance, private universities