Reward Management System on Public Sector Employees: A Function of Job Performance and Workers’ Welfare (A Study of Lagos State University, Ojo)
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Date
2024-03
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International Journal of Management, Social Sciences, Peace and Conflict Studies
Abstract
Despite over many decades of substantial theoretical and methodological investigations into the components of job satisfaction, the subject has to date continued to attract considerable attention from theorists, practitioners and academicians alike in both the developed and developing countries. This is not unconnected with the general belief that a just and efficient reward management system enhances workers’ morale and improves their effectiveness and performance at the workplace. The descriptive survey research method was used and the study population was made up of academic, non-academic and senior academic staff of Lagos State University. The first hypothesis sought to find out if there was any significant difference between financial and non-financial reward management and workers’ effectiveness; and the second hypothesis determined if reward incentive positively affected employee performance. The findings showed that, there is a significant relationship between monetary rewards and employees’ performance among LASU (Lagos State University) staff. It also showed that, there was a significant difference between financial and non-financial reward management and workers’ effectiveness, and that reward incentive positively affected employee performance. The paper recommended that a well-articulated blue-print on employees reward and motivation should be designed whereby the management would identify the types of incentive schemes and improve funding of the University, among other recommendations.
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Citation
Akinlotan, R.A, Akinlotan, J.T and Oguntuase, R.O. (2024). Reward Management System on Public Sector Employees: A Function of Job Performance and Workers’ Welfare (A Study of Lagos State University, Ojo). International Journal of Management, Social Sciences, Peace and Conflict Studies. 7(1);159 - 173.