The relationship between reward management practices and attitude of staff towards work.

Abstract

This study focused on the relationship between reward management practices and the attitude of staff towards work, at Uganda Travel Bureau 2004 Ltd. The purpose of the study was to establish the relationship between the various reward management practices that is, basic pay, additional pay and employee benefits, and the attitude of staff towards work, at Uganda Travel Bureau 2004 Ltd. The study covered all categories of staff at Uganda Travel Bureau 2004 Ltd.

The primary data was collected from the staff by use of a self-administered questionnaire and an interview guide. Secondary data was obtained from established records to enhance the raw data collected.

The data collected was entered in the Computer and analyzed using the Statistical Package for Social Scientists (SPSS). The hypotheses of the study were analyzed using the Pearson Product Moment Correlation based on certain conditions that described the data.

The findings indicate that, there is a close relationship between basic pay and the employees’ attitude towards work. It was also established that there is a close relationship between the additional payments given to employees and their attitude towards work. This was confirmed by the Pearson Product Moment Correlation that showed positive results. The findings further indicate a significant relationship between benefits paid to employees and their attitude towards work. These benefits either encourage employees to work harder when provided, or create dissatisfaction if not provided, or are provided in a way that is not satisfactory to the employees. The findings also indicate that the respondents are bitter about the basic pay and vigorously appeal for an increment. The respondents indicated lack of equity in its provision, and felt it was very low in comparison to the work they did, and bearing in mind the profits the company generates. Basic pay can be improved by matching it to the effort of the employee and taking into consideration the workers valued skill.

Additional pay and employee benefits were also found to be a cause of discontent among some staff hence, undermining morale and performance. Most of the staff expressed dissatisfaction with the way they were provided, which meant some of the employees were not receiving them at all.

Conclusions are drawn therefore that among other factors, the attitude of staff towards work at Uganda Travel Bureau 2004 Ltd is affected by the basic pay, additional pay and employee benefits received.

The researcher therefore recommends increment in basic pay, and a uniform provision of additional pay and employee benefits. Management ought to value the provision of special benefits to employees because they were found to affect employees’ attitudes towards work. Management therefore needs to put up in place a policy that governs the provision of additional pay and employee benefits, so that the members of staff know precisely, the circumstances under which they would be offered.