THE INFLUENCE OF OTHER PAY INCENTIVES ON PERFORMANCE OF ACADEMIC STAFF MEMBERS IN SELECTED PRIVATE SECONDARY SCHOOLS IN KAMWENGE DISTRICT. A CROSS-SECTIONAL STUDY.
DOI:
https://doi.org/10.70572/agp.v2i6.54Keywords:
Pay incentives, Academic staff performance, Private secondary schools, Kamwenge districtAbstract
Background
An incentive is a specific type of payment designed to attain a particular behavioral change. Incentives take various forms and can be either non-financial or financial. Employers use financial incentives to retain the best brains and compensate them for excellent performance through financial forms. This study aimed to assess the influence of other pay incentives on the performance of academic staff members in selected private secondary schools in Kamwenge district.
Methodology
The descriptive cross-sectional study design, using both qualitative and quantitative techniques, was used to collect the data. Data collection was done using self-administered questionnaires and interviews. Descriptive statistics (frequencies and percentages) were used to determine the distribution of the respondents on personal information and the questions under each of the variables. Inferential statistics (correlation coefficient of determination and regression) were used to test the hypotheses. Qualitative data was analyzed using content analysis.
Results
Only 14(18%) of the participants had worked for seven years or more, and 32(41%) of the participants were females. There was a strong positive correlation (rho = .622) between pay incentives and employee performance. The coefficient of determination (rho2 = 401) shows that pay incentives accounted for 40.1% variance in employee performance. ANOVA tests indicated that the significance (Sig F=0.000) of the Fisher's ratio (F= 10.808) was below the significance level of 0.05, which showed a significant effect on employee performance.
Conclusion
Monetary incentives have a great effect on employee performance. Therefore, pay incentives such as allowances, bonuses, and wages lead to improved employee performance.
Recommendations
Allowances and wages that staff members receive for extra hours worked should be increased. This will motivate academic staff members to work for extra hours whenever work is available.
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