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CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS

4.0 Introduction

This chapter covers data presentation, analysis and interpretation of findings as revealed from the field study. The findings are presented according to the objectives that guided this study.

4.1 Respondents personal data

This sub section presents the study findings in relation to qualification, organization position, department and duration of service in the organization.

4.1.1Gender

Table 1: Showing Gender of the respondents

From the findings it was indicated that Bukoyo Secondary School employees, 40% of the respondents are female while 60% of the respondents are male. This therefore indicated that most information was gathered from male respondents.

Figure 1: Showing the gender of respondents at Bukoyo secondary school

The pie chart above shows that majority of the respondents are male at Bukoyo  secondary school it also shows that the male gender dominates the respondents group at Bukoyo  secondary school

This also shows that the respondents are mainly male and it also shows that the male gender dominates the respondent’s percentage at Bukoyo secondary school

4.1.2    Age group

Table 2: Showing different age groups of the respondents

            Source: Primary data

From the findings, 23% of the respondents were aged between 18-29, 33% of the respondents were between 30-40 , 27% of the respondents were  between  the age bracket of 41-50 while  17% of  the respondents were between the age bracket of 51-60 . This therefore indicated that data was gathered from respondents who are in an overwhelming stage with bright ideas in relation to the present environment.

Figure 2: The a graph showing different age groups of the respondents

The graph shows that majority of the respondents are  at the age of 30-40 while the second largest majority of the respondents are at the ages of 41-50 while the percentage of the respondents at the ages of 51-60 is the lowest

This graph also shows that the majorities of the respondents are mature and were therefore able to give correct information regarding the subject context.

 4.1.3   Period worked with Bukoyo Secondary School

Table 3: Showing the period for which employs have worked with Bukoyo Secondary School

Source: Primary data

The findings revealed that 40% of the respondent had worked for Bukoyo Secondary School for a period of 1-3 years, 13% of the respondents worked with the organization between 1-3 years, 27% of the respondents worked with the organization between 4-5years while 20% of the respondents worked with Bukoyo Secondary School above 5years this therefore indicated that information was gathered from experienced respondents.

Table 4: The pie chart showing the period the respondents have worked at Bukoyo  secondary school

From the pie chart above it can be seen that the majority of the respondents have spent around 5 years and above at Bukoyo secondary school this shows that majority of the respondents are well vast with the topic under study it also shows that they were in position to give accurate information regarding the study and they were also in position to answer the questions with excellent maturity.

4.1.4 Levels of education

Table 5: Showing the different levels of education in Bukoyo Secondary School

From the findings, it was revealed that the majority 7% of the respondents had Diploma, 13% of the respondents had Masters, and 47% of the respondents were degree holders while 33% of the respondents had PHD at Bukoyo Secondary School. This therefore indicates that most respondents had acquired some knowledge and they were capable of giving relevant information.

Figure 3: The bar graph showing the education level of respondents at Bukoyo  secondary school

        Source: primary data

The bar graph above shows that majority of the respondents are degree holders, the others are diploma holders and the lowest number of people in masters. This therefore shows that Bukoyo secondary school has highly well educated class of employees and therefore the filling the questionnaire was a not a problem to this respondents. It also shows that the respondents were well vast with the questionnaire so filling in the questionnaire was not a problem to them.

4.1.5 Findings on the type of employment contract with Bukoyo Secondary School

Table 6 : Response on the type of employment contract with Bukoyo Secondary School

            Source: Primary data

From the findings, 23% of the respondents were are on permanent basis, 33% of the respondents  are on  contractual  basis  , 27% of the respondents  are on temporary basis  while  17% of  the respondents  are casual workers. This therefore indicated that data was gathered from respondents who are on a permanent basis with bright ideas in relation to casual workers.

4.1.6 Findings on the influence of salaries on employee performance

Table 7: Response on the different forms of salaries

Source: Primary data

The findings revealed that 40% of the respondents  indicated  that Bukoyo Secondary School offers   Variable pay  as compensation form , 33% of the respondents  indicated  that Bukoyo Secondary School  offers   Stock options  as compensation form, 20% of the respondents indicated  that Bukoyo Secondary School offers   bonuses   as compensation form while 7% of the respondents indicated  that Bukoyo Secondary School offers   basic  pay  as compensation form. This therefore indicates  that Bukoyo Secondary School  uses  different  compensation   forms  and  others  include  Profit sharing, benefits, salaries and wages, recognition   and  gain  sharing.

4.2 Findings on the different strategies used in the organization

Table 8: Response on the different motivation forms

Source: Primary data

The findings revealed that 40% of the respondents  indicated  that Bukoyo Secondary School offers   Variable pay  as compensation form , 33% of the respondents  indicated  that Bukoyo Secondary School  offers   Stock options  as compensation form, 20% of the respondents indicated  that Bukoyo Secondary School offers   bonuses   as compensation form while 7% of the respondents indicated  that Bukoyo Secondary School offers   basic  pay  as compensation form. This therefore indicates  that Bukoyo Secondary School  uses  different  compensation   forms  and  others  include  Profit sharing, benefits, salaries and wages, recognition   and  gain  sharing.

Table 9: Responses on whether recognition in the organization changes employees’ behavior

Source: Primary Data

From Table 13 above , findings  indicated that, 30% of the respondents  strongly agreed, 27% of the respondents agreed  , 10% of the respondents were Uncertain, 17% of  the respondents strongly disagreed  and 17%  of the respondents disagreed. The researcher found out in agreement with Armstrong & Murlis (1994 ) and Flannery et al, (1996) ,that appreciation can be achieved in various ways such as naming the employees who have done well in the school’s newsletter, awarding employees with cash bonuses, or allowing  employees to go on vacation. They further maintain that the recognition programs does not change employees’ behavior, or encourage an organization’s nonperformers to work harder. The recognition program on the other hand recognizes outstanding behavior by communicating to employees the value placed on that behavior.

Table 10: Responses on whether bonuses are a perfectly legitimate means of rewarding outstanding performance

Source: Primary Data

From Table 14 above , findings  indicated that, 23% of the respondents  strongly agreed, 17% of the respondents agreed  , 27% of the respondents were Uncertain, 20% of  the respondents strongly disagreed  and 13%  of the respondents disagreed. The researcher found out in agreement with Marler (2000),, that when your employees function as a team, you ought to think like a coach; reward the whole group for a job well done. He says this will boost morale both personally and collectively. Employee incentive programs such as small bonuses serve to better the morale of an individual employee and that of a group as a whole by making them more satisfied. This is in agreement with (Likert, 2004), study which concluded that since everybody wants to feel appreciated and special for the work done, they can therefore be motivated by appreciating them and making them feel special.

Table 11: Responses on whether Bukoyo Secondary School pays workers according to the amount of work done

Source: Primary Data

From Table 15, findings  indicated that, 23% of the respondents  strongly agreed, 30% of the respondents agreed  , 13% of the respondents were Uncertain, 17% of  the respondents strongly disagreed  and 17%  of the respondents disagreed. The researcher found out that Bukoyo Secondary School uses performance related pay which is given to those employees who meet certain targets. The targets are often evaluated and reviewed in regular appraisals with managers therefore Doellgast (2006), discourages the use of this practice of motivation. He asserts that it can be very difficult to measure employee performance more especially those in the service industry and that the practice does

Table 12: Responses on whether Bukoyo Secondary School usually provides training to most of the employees

Source: Primary Data

From Table 16 above , findings  indicated that, 27% of the respondents  strongly agreed, 40% of the respondents agreed  , 20% of the respondents were Uncertain, 10% of  the respondents strongly disagreed  and 3%  of the respondents disagreed.  The researcher found out that Hammer (2000), that individuals or employees  will be motivated at Bukoyo Secondary School to do something if they have the mental ability and skills to accomplish it. He writes that when employees are trained, they get the knowledge of hoe to deconstruct tasks and challenges and thereby feel less intimidated by their jobs/tasks.

Table 13: Responses on whether employee stock-option systems give employees the right to buy a specified number of a school’s shares

Source: Primary Data

From Table 17 above, findings indicated that, 17% of the respondents agreed, 27% of the respondents were Uncertain, 20% of the respondents strongly disagreed and 13% of the respondents disagreed. The researcher found out that in agreement with  Jones(2001), that previously the territory of upper management and large companies, stock options have become an increasingly popular method in recent years of rewarding middle management and other employees in both mature companies and start-ups, employee stock-option programs give employees the right to buy a specified number of a school’s shares at a fixed price for a specified period of time (usually around ten years) therefore they are generally authorized by a school’s board of directors and approved by its shareholders. The number of options a school can award to employees is usually equal to a certain percentage of the school’s shares outstanding.

Table 14: Responses on whether salaries are usually paid to employees at work

Source: Primary Data

From Table 18, findings  indicated that, 50% of the respondents  strongly agreed, 20% of the respondents agreed  , 10% of the respondents were Uncertain, 13% of  the respondents strongly disagreed  and 7%  of the respondents disagreed.  The researcher found out in agreement with Lindner (1995), that though monetary methods of motivation have little value, many firms still use money as a major incentive. She adds that wages are normally paid per hour worked and workers receive money at the end of the week and overtime paid for any additional hours worked for whereas salaries are based on a year’s work and are paid at the end of each month.

4.3 Findings on the impact of allowance on employee performance

Table 15: Response on impact of allowance on employee performance

Source:  Primary data

From the table 19  above, 40% of the respondents  agreed, 43% strongly agreed while 4% of the respondents disagreed and 13% were uncertain , this  therefore  implies  in agreement  with Blanchard (2003) ,  that  employees are responsible for implementing the activities and behaviors necessary for an organization to function, and are to link such attitudes to organizational performance. The results of these efforts have often  been equivalent  both in terms of  the nature of the incentives and whether the incentives are direct or indirect but focusing on increasing performance of employees.

Table 16: Response on whether goal clarity among the employees helps to improve their performance

Source:  Primary data

From the Table20 above, 40% of the respondents agreed, 43% strongly agreed while 4% of the respondents disagreed and 13% were uncertain, this therefore implies in agreement with Wilmot (2007) that people must have in mind a clear picture of any end or goal they are to achieve. If this picture does not exist, they cannot tell if they are making progress or when they have completed the task or assignment, let alone if it has been completed properly. Knight (2008), agrees and adds that keeping the end in view has been sage advice for almost two thousand years. The time a manager spends in developing, communicating and clarifying the goals or ends to be achieved is time well spent.

Table 17: Response on whether the ability, training and experience improve an individual’s capability to perform

Source:  Primary data

From the Table 21 above, 40% of the respondents agreed, 43% strongly agreed while 4% of the respondents disagreed and 13% were uncertain, this therefore implies in agreement with Scott (2000), defined ability as the capacity to learn and perform the tasks required.  He revealed that a good mixture of ability, training and experience is the root cause best performances. He asserts that best performing employees at least have two of the three factors. Cole (1997), suggests that it’s important to recognize the training fact since sometimes trained employees are asked to meet needs which ought to be met or to be dealt with in some other way that is replacing machinery therefore the main purpose of training in an organization is to equip the employees within skills to enable them deliver well their jobs and this keeps employees updated in the modern way of doing things

Table 18: Response on whether there are prevailing sets of attitudes about the job and work environment in Bukoyo Secondary School

Source:  Primary data

From the table 22 above, 53% of the respondents strongly agreed, 25% were uncertain and 22% of the respondents disagreed. Findings indicated that there are prevailing sets of attitudes about the job and work environment in Bukoyo Secondary School. The researcher found out that both cognitive and overt skills (psychomotor skills) collectively produce a person’s expertise or know-how therefore Training and Education is  seen as the process utilized to induce or change in human behavior.

Table 19: Response on whether feedback is key in the improvement of an individual’s performance

Source:  Primary data

From the table 23 above, 23% of the respondents strongly agreed, 50% of the respondents agreed, 17% were uncertain and 10% of the respondents disagreed. Findings indicated that the working conditions and environment produce a climate commensurate with the work being done thus this was in agreement with Gerhart (2004), that without information about actual conditions in relation to intended goals or results, no one can perform to standard. Such information is known as feedback. It informs progress, enables corrections and, eventually, signals attainment of the objective. For most hard tasks (that is, tasks involving tangible products or other immediate and readily measured effects of one’s actions), feedback is generally available without much effort on any-one’s part. We are aware of our actions and their effects. But, for soft tasks (that is, tasks where the effects of our actions are not tangible, immediate nor readily measured), the feedback loop is essentially open. This is especially true when the main effects of a person’s actions are the reactions of other people. Therefore, lack of good feedback leads to lack of correction and hence poor performance.

Table 20: Response on how the introduction of new technology in different organizations has affected employee performance both positively negatively

Source:  Primary data

From the table 24 above, 57% of the respondents strongly agreed, 27% were uncertain and 16% of the respondents disagreed. The researcher found out that the introduction of new technology in different organizations has affected employee performance both positively negatively whereby  it requires training workers which becomes costly and on the other hand such improves worker’s efficiency and organizational development therefore  that introduction of new technology into the market has greatly affected the performance of employees in organizations because employees tend to relax and only monitor the machines, this has increased the rate at which they relax in so doing employees cannot use their skills to achieve what they can hence decreasing their level of performance.

Table 21: Response on whether the attitude and behaviors are one of the factors affecting employee performance in Bukoyo Secondary School

Source:  Primary data

From the Table 25 above, 57% of the respondents strongly agreed, 26% were uncertain and 17% of the respondents disagreed. Findings indicated that most of the respondents agreed that  attitude and behaviors are one of the factors affecting employee performance in Bukoyo Secondary School. The researcher found out that employee’s performance is affected by how one thinks about their job and the work they perform. Is it an opportunity to gain satisfaction and reward or is it resented thus attitudes and behaviors are the most difficult thing to change and takes the longest period of time.

4.4 Findings on the effects of employee recognition on employee performance

Table 22: Responses on whether motivational strategies have an impact on employee      performance

Source: Primary Data

From Table 26  above , findings  indicated that, 27% of the respondents  strongly agreed, 40% of the respondents agreed  , 20% of the respondents were Uncertain, 10% of  the respondents strongly disagreed  and 3%  of the respondents disagreed.  The researcher found in agreement with Sanderson (2003), that empowerment creates motivation and energy in workforce to do their work efficiently and effectively. Kuo et al. (2010),also contends  recommended that together the job characteristics of career revamp and employee are imperative characteristics in giving greater employee dedication and trustworthiness toward the organization and increased level of motivation.

Table 23: Responses on whether there is a strong relationship between motivation and employee performance

Source: Primary Data

From Table 27, findings indicated that, 17% of the respondents agreed, 27% of the respondents were Uncertain, 20% of the respondents strongly disagreed and 13% of the respondents disagreed. The researcher found out that employee motivation relates to the organizational productivity of companies in many industries. The main reason that companies should pay a lot of attention on employee motivation is because it is one of the main factors to influence workers to carry out with their best effort and this will in turn increase the level of organizational outcome. However, motivating workers to work as a team and with their best effort is not an easy task. For companies to motivate workers effectively, managers must find out what are the factors that can be used as the motivator. Other factors like leadership personality and staff empowerment should also be taken into account as it may de-motivate employees.

Table 24: Responses on whether employees who receive compensation have a higher level of work

Source: Primary Data

From Table 28 above, findings  indicated that, 50% of the respondents  strongly agreed, 20% of the respondents agreed  , 10% of the respondents were Uncertain, 13% of  the respondents strongly disagreed  and 7%  of the respondents disagreed.  The researcher found out in agreement with Taylor (2005), that compensation is one of the primary reasons for employees to seek employment. They are rewarded for their services and efforts that they exert for their organizations. They can be compensated in many ways for example salaries, holidays, bonuses etc. There are two basic compensation models; performance based pay and components based pay. In the former paradigm, employee’s compensation is either tied to the way he performs; if he performs better he would be rewarded accordingly (performance based pay) and on the other hand, non performance based pay; where, employee’s performance is not tied to getting rewards, rather the employee is paid or rewarded even if its performance is not up to the mark for example fixed pay and salaries.

Table 25: Responses on whether most employees respond to increases in pay and benefits with a positive and more productive attitude

Source: Primary Data

From Table 29 above, findings  indicated that, 23% of the respondents  strongly agreed, 30% of the respondents agreed  , 13% of the respondents were Uncertain, 17% of  the respondents strongly disagreed  and 17%  of the respondents disagreed. The researcher found out in agreement with Steers et al (2012) ,that the impact of compensation and benefits on employee performance and organizational effectiveness depends on the existing compensation and performance management programs at an individual school. Typically, most employees respond to increases in pay and benefits with a positive and more productive attitude. However, the opposite is true as well. Sometimes, employees only notice rewards of a salary increase the day the increase is communicated to them, and the day they receive the first paycheck that includes the salary increase.

Table 26: Responses on whether the effects of motivation and benefits diminish as employees begin to feel a sense of loyalty and organizational commitment

Source: Primary Data

From Table 30 above, findings  indicated that, 23% of the respondents  strongly agreed, 30% of the respondents agreed  , 13% of the respondents were Uncertain, 17% of  the respondents strongly disagreed  and 17%  of the respondents disagreed. The researcher found out in agreement with MacDonald and Gabriel (2013), thatin the long run, the effects of compensation and benefits diminish as employees begin to feel a sense of loyalty and organizational commitment. When employees begin to feel they are an indispensable part of the organization, they often become dissatisfied with their compensation and benefits. Finally, when employees feel they are a superior part of an organization, they typically believe that the organization owes them much more than what they are already receiving. At this point, compensation is simply the glue which holds many dissatisfied employees in place. Furthermore, it does not mean that there is a positive correlation between better compensation and better performance.

Table 27: Responses on whether motivation is one of many human resource tools that organizations use to manage their employees

Source: Primary Data

From Table 31 above, findings  indicated that, 50% of the respondents  strongly agreed, 20% of the respondents agreed  , 10% of the respondents were Uncertain, 13% of  the respondents strongly disagreed  and 7%  of the respondents disagreed.  The researcher found out in agreement with Posti (2005), that people need motivation just as pieces of equipment need fuel and operators. This is highly demanded to ensure that they are always at their optimum working condition. In turn, this will absolutely lead to optimum productivity. People are one of the most important assets in business. They have unlimited potential to contribute in the achievement of objectives. Their aggregate productivity propels the operations of the school. It dictates the overall performance, which creates an attractive corporate culture.

Table 28: Responses on whether there is a high degree of correlation in the total annual inceptive pay amongst the top executives in each firm

Source: Primary Data

From Table 32 above , findings  indicated that, 27% of the respondents  strongly agreed, 40% of the respondents agreed  , 20% of the respondents were Uncertain, 10% of  the respondents strongly disagreed  and 3%  of the respondents disagreed.  The researcher found in agreement with Sanderson (2003), that empowerment creates motivation and energy in workforce to do their work efficiently and effectively. Kuo et al. (2010),also contends  recommended that together the job characteristics of career revamp and employee are imperative characteristics in giving greater employee dedication and trustworthiness toward the organization and increased level of motivation.

CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION OF THE STUDY

5.0 Introduction

This chapter presents the summary, conclusion and recommendations basing on the findings from literature reviewed.

5.1 Summary of findings

5.1.1 Findings on the influence of salaries on employee performance at Bukoyo Secondary School

Findings revealed that Bukoyo Secondary School offers bonuses   as compensation form while 7% of the respondents indicated that Bukoyo Secondary School offers   basic pay as compensation form. This therefore indicates  that Bukoyo Secondary School  uses  different  compensation   forms  and  others  include  Profit sharing, benefits, salaries and wages, recognition   and  gain  sharing this monetary ways of motivating employees uis also in line with Lindner (1995) who notes that, though monetary methods of motivation have little value, many firms still use money as a major incentive. She adds that wages are normally paid per hour worked and workers receive money at the end of the week and overtime paid for any additional hours worked for whereas salaries are based on a year’s work and are paid at the end of each month.

Findings revealed that appreciation can be achieved in various ways such as naming the employees who have done well in the school’s newsletter, awarding employees with cash bonuses, or allowing employees to go on vacation. They further maintain that the recognition programs does not change employees’ behavior, or encourage an organization’s nonperformers to work harder. The recognition program on the other hand recognizes outstanding behavior by communicating to employees the value placed on that behavior this view is also shared by Chien-Chung (2003), who noted that piece rate is the paying of a worker per item produced in a certain period of time. Chien-Chung (2003), asserts that this increases speed of work and therefore productivity.

Findings revealed that employee incentive programs such as small bonuses serve to better the morale of an individual employee and that of a group as a whole by making them more satisfied, this is also in line with Doellgast (2006), who asserts that  advanced that fringe benefits are often known as “perks” and are items an employee receives in addition to their normal wage and salary. These include school cars, health insurance, free meals and education. He asserts that these encourage loyalty to the school such employees may stay longer with the school.

Findings revealed that though monetary methods of motivation have little value, many firms still use money as a major incentive. She adds that wages are normally paid per hour worked and workers receive money at the end of the week and overtime paid for any additional hours worked for whereas salaries are based on a year’s work and are paid at the end of each month is also in line with, Doellgast (2006), who asserts rthat monetary methods of motivation have got little benefits to the employees though its still wiudely used.

The researcher found out that the motivational strategiesalso affect the planning, staffing, and employee development concerns of human resources management professionals. Because compensation represents a significant organizational cost, it is a major consideration in human resources planning. For example, an organization may find it more cost-effective to maintain an employee development strategy than to rely on external recruiting for positions in the organization.

5.1.2 Findings on the impact of allowance on employee performance

Findings revealed that employees are responsible for implementing the activities and behaviors necessary for an organization to function, and are to link such attitudes to organizational performance. The results of these efforts have often been equivalent  both in terms of  the nature of the incentives and whether the incentives are direct or indirect but focusing on increasing performance of employees.

Findings revealed that without information about actual conditions in relation to intended goals or results, no one can perform to standard. Such information is known as feedback. It informs progress, enables corrections and, eventually, signals attainment of the objective. For most hard tasks (that is, tasks involving tangible products or other immediate and readily measured effects of one’s actions), feedback is generally available without much effort on any-one’s part. We are aware of our actions and their effects. But, for soft tasks (that is, tasks where the effects of our actions are not tangible, immediate nor readily measured), the feedback loop is essentially open. This is especially true when the main effects of a person’s actions are the reactions of other people. Therefore, lack of good feedback leads to lack of correction and hence poor performance.

Findings revealed that the introduction of new technology in different organizations has affected employee performance both positively negatively whereby  it requires training workers which becomes costly and on the other hand such improves worker’s efficiency and organizational development therefore  that introduction of new technology into the market has greatly affected the performance of employees in organizations because employees tend to relax and only monitor the machines, this has increased the rate at which they relax in so doing employees cannot use their skills to achieve what they can hence decreasing their level of performance.

Findings revealed that attitude and behaviors are one of the factors affecting employee performance in Bukoyo Secondary School. The researcher found out that employee’s performance is affected by how one thinks about their job and the work they perform. Is it an opportunity to gain satisfaction and reward or is it resented thus attitudes and behaviors are the most difficult thing to change and takes the longest period of time.

5.1.3 Findings on the effects of employee recognition on employee performance

Findings revealed that empowerment creates motivation and energy in workforce to do their work efficiently and effectively.

Findings revealed that employee motivation relates to the organizational productivity of companies in many industries. The main reason that companies should pay a lot of attention on employee motivation is because it is one of the main factors to influence workers to carry out with their best effort and this will in turn increase the level of organizational outcome. However, motivating workers to work as a team and with their best effort is not an easy task. For companies to motivate workers effectively, managers must find out what are the factors that can be used as the motivator. Other factors like leadership personality and staff empowerment should also be taken into account as it may de-motivate employees.

Findings revealed that compensation is one of the primary reasons for employees to seek employment. They are rewarded for their services and efforts that they exert for their organizations. They can be compensated in many ways for example salaries, holidays, bonuses etc. There are two basic compensation models; performance based pay and components based pay. In the former paradigm, employee’s compensation is either tied to the way he performs; if he performs better he would be rewarded accordingly (performance based pay) and on the other hand, non performance based pay; where, employee’s performance is not tied to getting rewards, rather the employee is paid or rewarded even if its performance is not up to the mark for example fixed pay and salaries.

Findings revealed that people need motivation just as pieces of equipment need fuel and operators. This is highly demanded to ensure that they are always at their optimum working condition. In turn, this will absolutely lead to optimum productivity. People are one of the most important assets in business. They have unlimited potential to contribute in the achievement of objectives. Their aggregate productivity propels the operations of the school. It dictates the overall performance, which creates an attractive corporate culture.

The researcher found out that the impact of motivation and benefits on employee performance and organizational effectiveness depends on the existing compensation and performance management programs at an individual school. Typically, most employees respond to increases in pay and benefits with a positive and more productive attitude. However, the opposite is true as well. Sometimes, employees only notice rewards of a salary increase the day the increase is communicated to them, and the day they receive the first paycheck that includes the salary increase.

Findings indicated that motivation has to be executed correctly in order to have a positive effect on employee performance, encourage growth within the worker and the organization itself. It is important that both employers and employees understand the effect of compensation on staff performance as an integral part of human resource development, the happy human resource being one of the key inputs that determine business performance and its long term success.

5.2 Conclusion

Salary increases are granted to eligible employees in career positions based upon their job performance.  Merit eligibility varies depending upon the appropriate staff policy or collective bargaining agreement but is typically restricted to career, non-probationary employees.  The amount of the increase depends upon the individual’s performance in relation to current pay and assigned responsibilities as well as performance relative to other members of the review unit, and availability of funds.

The impact of motivation and benefits on employee performance and organizational effectiveness depends on the existing motivation and performance management programs at an individual school. Typically, most employees respond to increases in pay and benefits with a positive and more productive attitude. However, the opposite is true as well. Sometimes, employees only notice rewards of a salary increase the day the increase is communicated to them, and the day they receive the first paycheck that includes the salary increase.

With a highly competitive employment market, employers need to offer their employees a compensation package that would enable them attract, retain and motivate employees.  This exploratory study has shown that compensation has a direct influence on employee productivity. However, this can be achieved if there is transparency in the reward system and if the rewards or compensation meets the aspirations of the beneficiaries. Hopefully,  the results of this study will  enhance the understanding of management on issues bordering on the perception of employees  about compensation and productivity and help managers in developing policies related to these  issues.

5.3 Managerial and Policy Recommendations

The management of Bukoyo Secondary School should do regular planning and evaluating of employee compensation and performance appraisal systems. Because compensation is visible and important to employees, it is critical to consistently communicate a clear message regarding how pay decisions are made. In short, a solid pay-for-performance strategy requires that employee pay matches the organization’s message

The management of Bukoyo Secondary School must obtain buy in from union leadership early in the negotiation process to be successful in changing the way they pay their employees.

The management of Bukoyo Secondary School should not wait for dire circumstances, such as a pay inequity lawsuit, to write down or update their employee compensation policy. All organization leaders should create a written policy document or refresh their existing one for legal protection, and as a guideline or framework for the school’s compensation program.

With a highly competitive employment market, employers need to offer their employees a compensation package that would enable them attract, retain and motivate employees.  This exploratory study has shown that compensation has a direct influence on employee productivity

The management of Bukoyo Secondary School should try to maintain a fairly direct linkage between the performance management and compensation programs. A high percentage of organizations pay for achievement against objectives in the base salary program versus a bonus/incentive program, and there is a relatively small percentage of organizations paying in base salary for competencies or skill acquisition, which are strong indicators of long-term performance.

The effectiveness of motivation programs is ultimately based on how those programs contribute to the effectiveness of the organization. Implementation, therefore, seems to be where organizations report the need to focus in order to improve overall motivation program effectiveness.

5.3 Areas of further research

1. The impact of compensation on consumer buying behavior in organization
2. The effect of benefits on organizational performance

• The impact of reward management systems on employee in organization