Reward Management System Model For University Governance

Volume 4 - Issue 4, April 2020 Edition
[Download Full Paper]

Author(s)
Lydia Emuron
Keywords
The Progressive Reward management system Model
Abstract
The study set out to analyse the contribution of the Reward Management System (RMS) on the Performance of Academic Staff (ASP) in Selected Private Universities in Uganda as mediated by the cost of living (COL). A cross-sectional survey design using both qualitative and quantitative approaches was used. Data were collected using questionnaires, focus group discussions and interviews from 250 respondents. Data was analysed by descriptive and inferential methods. Descriptive analysis involved frequencies, percentages and means. Inferential analysis involved correlation and regression analyses. The results revealed that there was a positive significant relationship between RMS and COL, significant relationship between the COL and the ASP. RMS and Performance were found to be moderately and significantly related. The study concluded that there was a relationship between RMS, Col and ASP. A Progressive RMS Model was proposed, which when subjected to simulation, exhibited a raise in academic staff performance by up to 58.7 percent. This model redefines performance of academic staff to include and reward both technical and behavioural aspects, as well as factoring into the reward formula the effect of changes in the cost of living. universities adopt the Progressive Reward Management Model to improve motivation of staff, stability and sustainability of institutional achievement.
References
[1] S. E. Abdul, “Incentives and Productivity: The Ugandan Experience”. A Paper presented to National Insurance Cooperation staff. 1989.
[2] S Adam, Inequity in Social Exchange: Advances in Experimental Social Psychology. Academic Press, New York. 1965.
[3] M. Agwu, “Impact of fair reward system on employees’ job performance in Nigerian Oil Company Ltd Port Harcourt”. British Journal of Education, society and Behavioral science 3(1), 47-64, 2013.
[4] Ajila, “Job Motivation and attitude towards work as it correlates to productivity among Workers”, PhD Thesis, Department of Psychology, Ilelfe State, Nigeria”. International Journal of Humanities Vol 50(3), pp179-211. 1997
[5] K. B, Alemu,T Iversen. and M. Mwiandi. Reshaping Research Universities in the Nile Basin countries. Fountain Publishers, Kampala. 2010.
[6] M. Armstrong, Performance management. Key Strategies and Practical Guidelines (2nd Edition); Kogan Page USA,. 2000.
[7] M.Armstrong “Employee Reward”. www.cipd.co.uk/bookstore, 2002.
[8] M. Armstrong. And D.Brown. Strategic Reward. Kogan Page, London. 2006.
[9] Asia Development Bank. Higher Education Across Asia: An Overview of issues and Strategies. www.adb.org, 2011
[10] T.L.Baker. Doing Social Research. McGraw - Hill USA, 1999.
[11] J. Bameka. “Investigated factors affecting academic staff productivity at Makerere University. Recommended facilitation for international staff mobility”. Unpublished Dissertation Makerere University, 1996.
[12] M. Beaver. and R. Beruston Data Preparation and Analysis. http:/www.aec.msu.ed/fr/survey/beruste nandbeaver/data-preparation-and-analysis, 2009.
[13] R. Besigye. “Reward and employee motivation in KIU”. Unpublished Dissertation. Kampala International University. 2011.
[14] R. Blair. and J.Jordan. “Retaining teacher capacity in African Universities: Problems and prospects” Washington DC, World Bank,1995.
[15] P. Blunt “Strategies For Enhancing Organizational Effectiveness In The Third World” Journal of Public Administration Vol. 10 299 – 313, 1996.
[16] B. R. Bowen. Recorgnising and Rewarding Employees in Institutions. Prentice Hall, 2002.
[17] M. Brewer and C.O’Dea “Measuring Living Standards with Income and Consumption: Evidence from U.K.” www.ise.essex.ac.uk ,2012..
[18] Bugema University: Staff and Faculty Handbook. Kampala,2013.
[19] S.Bunoti).”The Quality of Higher Education in Developing Countries needs Professional Support”http://www.itconfhighered.org/final%20s arah%20bunoti, 2010.
[20] B.Bushe, “Factors that determine Academic Staff Retention and commitment in private tertiary institutions in Botswana: Empirical Review”. Global Advanced Research Journal of Management and Business Studies Vol1(9), 2012.
[21] C.Busingye.”Uganda’s Higher Education chocking” The New Vision paper at http://www.newvision.co.ug/news/194-blog- uganda-s-higher-education-chocking.html, 2012.
[22] Byaruhanga. “Attitudes of Makerere University Academic Staff towards their working Conditions”. Kampala, Makerere University dissertation. 1997.
[23] D. N.Dwivendi. Managerial Economics. Vika Publishing Hse PVT Ltd. New Delhi.1983.
[24] E.E.Ehile. “Successful Governance in Universities”. www.aau.org 2015.
[25] K. B. O. Ejumudo. “Reward System Management and Staff performance. Public Policy and Administration Research”. www.iiste.org, 2014.
[26] Flannery, Hofrichter and Platten .People, Performance and Pay. Houghton Muffins company, USA, 1996.
[27] S..W. Gellerman. Management by Motivation. Vail Ballon Press Inc, USA, 1968.
[28] M.Gosh. “The Household Survey of Living Conditions”. World Bank Working Paper No. 80. Washington D.C, 1991.
[29] Government of Uganda. “Conceptual and Empirical Issues in the Estimation of Educational Productivity Policy Review”. Journal of Human Resources, Vol. 1 pp205-217, 1995.
[30] G. Graen.” Instrumentality Theory of Work Motivation; some experimental results and suggested modifications”. Journal of Applied Psychology Monograph 53, 1 – 25, 1969.
[31] D.Guest. What’s new in motivation readings in industrial psychology. Dursey Press. Chicago,1986.
[32] P.Gungor. “The relationship between reward system and performance with the mediating role of motivation”. Elsevier Ltd. www.academia.edu, 2011.
[33] R.A. Guzzo “Types Of Rewards, Cognitions And Work Motivation”. Academy Management Review, 4. 75 - 86. Prentice Hall of India, 1979.
[34] J. Hairs, W. Black, B. Babiu, R. Anderson and R.Tatham. Multivariate Datta Analysis. Prentice-Hall, Eaglewood Cliff. 2005.
[35] J.Paul. “Cost of Living in Kampala”. Justice and Peace Center, Paulines Publications Africa, Nairobi.,2008.
[36] A Juziela.. “The Influence of Reward System on Employee performance”. Benefits and Compensation Digest Vol.8(4) (2011)
[37] W.S. Kajubi. “Coping with Challenges of Higher Education in the 21st Century. Effective Teaching in Higher Education”. Nkumba University, Entebbe. 2001.
[38] Karami., H. R. Dolatabadi and S. Rajeepour.. “Analysing the Effectiveness of Reward Management System on Employee Performance through the Mediating Role of Motivation”. www.hrmars.com/journals,2013.
[39] E. S.Kasenene. “ Impoving Effectiveness of Public and Private Education: The case of Uganda”. A Paper Presented to the NCHE Workshop, Kampala. 2010.
[40] B Kasozi. “Financing Uganda’s Public Universities. An obstacle in serving the public Good”. Fountain Publishers, Kampala. 2009.
[41] B Kasozi. “Causes of Strikes in Higher Education”. The New Vision, 2014.
[42] M.Kavuma.“Global Development” http://www.theguardian.com/global development/poverty, 2011.
[43] R. B Kline. Principles and Practice of Structural Equation Modelling. The Gullford Press, New York. 2005.
[44] E.E. Lawler. and L.W Porter. Managerial Attitude and Performance. Irwin Inc. Homewood. 1968.
[45] A.Lee. “Salary Rises. Understanding Cost of Living Vs Merit pay Increases”. http://www.payscale.com/career.news/ 2010.
[46] Leeds University. “Rewarding Staff in Higher Education”. www.leeds.ac.uk, 2010.
[47] C .F. Lunenberg. “Expectancy theory of motivation: motivating by altering expectations”. International journal of management, Business and Administration volume 15(11). 2011.
[48] F .Luthans., B. Avolio., J. Avey. and S. Norman). “Positive Psychological Capital: Measurement and Relationship with Performance and Satisfaction”. Journal of Personal Psychology Vol. 60, pp 541-572. 2007.
[49] Makerere University. “Human Resource Manual”. Makerere. Kampala, 2010.
[50] Maloney and McFillen. “Effective Supervision”. http://ulib-derby.ac.uk. n.d.
[51] W. M. Mande. “The Effect of Motivation on the Performance of Teachers and the Attainment of Millenium Goal 2 in Uganda”. Nkumba Business Journal Vol 8 (10). 2009.
[52] G. T Milkovich and D. Newman, Employee Rewards that cause Performance. Business Publication Inc. New York, 2004.
[53] A. Musenze. “Reward Management and Organizational Performance: An empirical Study of Private Universities in Uganda”. International Journal of Innovative Research and Development www.ijird.com. 2007.
[54] M. Nakanyike. Africa Higher Education. An International Reference Handbook, Indiana University Press,2003.
[55] National Council for Higher Education. “Quality Assurance Framework for Universities and the Licensing Procedure for Higher Education Institutions”. Kampala, 2008.
[56] National Council for Higher Education, “The State of Higher Education and Training in Uganda”, 2011.
[57] National Council for Higher Education, “The State of Higher Education and Training in Uganda”, 2013.
[58] Natwende). “Reward Management and Its Effects on Employee Performance”. Case Study of Ministry of Public Service. Unpublished Dissertation, Uganda Management Institute, 2010.
[59] Ndejje University, “Human Resource Manual”. Kampala,2011.
[60] Nkumba University “Human Resource Manual”. Entebbe, Uganda.,2013.
[61] G.Nsour. Relations Between Incentives and Organisational Performance in Jordanian Universities. International Journal for Business and Management Vol. 4 (7). 2012.
[62] Y. Nsubuga.”Is New Salary Increment Enough to Meet a Teacher’s Cost of Living?” The New Vision, Wednesday 2nd July, Vol.29 Pg.22, 2014.
[63] J.J Oakland. Total Organizational Excellence; Achieving World Class Performance. Oxford; Reed Educational and Professional Publishing Ltd, 1999.
[64] M.J.N Okwakol. “The Need for Transformation and Strategic Planning in Universities in Uganda”. A Paper presented to National Council for Higher Education, Kampala.,2009.
[65] I.O. Osamwonyi, O.R. Igbnomwanhia, and O.O. Iyayi, “ Behavioural Implications of The Current Reward System in Nigerian Universities”. Asian Journal of Business Management. Vol 4(4). 2012.
[66] Z. Ozgur. “Business Management: Management Theories”. http://ozgurzan.com/managementtheories/theories- about-motivation/, 2008.
[67] Pride, Hughes and Kapoor. Business Management. Houghton Miffin, Boston, 2002.
[68] Republic of Uganda “Vision 2025”. Kampala,1999.
[69] Republic of Uganda. “Government White Paper on the Education Policy Review”, 1992.
[70] Rewards Consulting). “What is a Reward Strategy?” Rewardsconsulting.co.uk/resources/articles/what-is- reward Strategy/, 2015.
[71] L Rubery and D Grimshaw). “Enhancing Employee Performance”. Thomson Learning, New York, 2003.
[72] M. Sahal and M. Abukar. “Reward System and Employee Work Performance in Selected Universities, 2011.
[73] M Schenkel, “Uganda Shifts from Public to Private Universities”. , http://www.rnwnl/africa/aiticle/uganda- shifts-from-public-ones, 2012.
[74] B. R Schiller,The Economy Toda. McGraw Hill, London. 2003
[75] T. Schmidt. and R. W. Scholl.. “Reward and Evaluation Systems”. University of Rhodes. www.uri.edu, 2010.
[76] Schmidt, “ Employee Retention: Is High Pay the Best Way to Retain Employees?” www.shellamargohs.com. 2010
[77] J Shield “Managing Employee Performance and Reward: Concepts, Practices and Strategies”. Cambridge University, New York, 2004.
[78] T Ssekikubo. “Remuneration, Motivation and Performance of Employees in Uganda”. Unpublished Master’s Dissertation, Makerere University Kampala, 1999.
[79] A Stajkovic. and F. Luthans. Self Efficacy and Work Related Performance, 1998.
[80] A Meta, “analysis. Psychological Bulletin, Vol 124, pp240-261”
[81] P.R. Subba . “Essentials of Human Resource and Industrial Relations” Text, Cases and Games. 2009
[82] S. Thompson “Importance of Nonfinancial Rewards for the Organisation”, 2011.
[83] J. Tibamwenda. Modern Management Theories and Practices: A Productivity and Profitable Approach.McMillan Publishers, Nairobi. 2008.
[84] H.V. Vroom. Work and Motivation. McGraw Hill, New York,1964.
[85] Zingheim, K Patrick, and J. R. Schuster, “Pay People Right: Break Through Reward Strategies to Create Great Companies”. Jossey Bass, San Francisco, 2000.