Non-monetary reward and Employee performance in parastatal organisations in Uganda: a case study of Civil Aviation Authority.

Abstract

ABSTRACT This study examined Non – Monetary Rewards and Employee performance in parastatal organizations in Uganda using Civil Aviation Authority (CAA) as a case study. The study was guided by these specific objectives: to establish the relationship between fringe benefits and employee performance in CAA; to examine the relationship between career development programs and employee performance in CAA; to ascertain the relationship between employee recognition and employee performance in CAA The study employed both qualitative and quantitative research approaches to enable a triangulation of data on the variables under study. The study was based on a case study design. A sample of 285 respondents was selected using simple random and purposive sampling. Questionnaires and interviews were the key data collection instruments used by the researcher. Quantitative data was summarized, sorted, edited and analyzed using Pearson’s correlation and regression analysis with the help of statistical packages for social scientists (SPSS) version 16.0 and Microsoft office excel. The findings were presented in a report format. During the course of presenting the qualitative data, narratives were included from interviews to emphasize basic opinions. The study found out that there is a weak positive relationship between Fringe Benefits and Employee Performance at Pearson correlation coefficient (r = 0.135); a moderate positive relationship between Career Development and employee Performance (r = 0.390) and a weak positive relationship between Employee Recognition and Employee Performance at Pearson correlation coefficient (r = 0.262). The study concluded that fringe benefits, career development, and employee recognition significantly improve employee performance at CAA. The researcher recommended that provision of fringe benefits should be emphasized as this will help improve the performance of employees; career development should be emphasized since a positive change in career development leads to a positive change in employee performance; employee recognition should be given positive attention since an improvement in employee recognition directly leads to an improvement in employee performance.