International Research Journal of Innovations in Engineering and Technology - IRJIET International Open Access, Monthly, Peer Reviewed, Reputed Journal ISSN (online): 2581-3048

Impact Factor (2025): 6.9

DOI Prefix: 10.47001/IRJIET

The Empirical Analysis of the Impact of Reward Systems on Employee Motivation at the Sierra Leone National Social Security and Insurance Trust (NASSIT), Sierra Leone

Abstract

The study explores the impact reward systems have on employee motivation at the National Social Security and Insurance Trust (NASSIT), Sierra Leone; beyond precise content in such interventions, and how perceived organizational supports might mediate those effects. The study also deliberates on employee motivation as imperative for the overall organizational performance and talks about retaining a motivated workforce. Motivation factors may be differing from institution to institution. A semi-structured interview was conducted to get an insight into their motivation. This research found out that different factors affect employees' motivation, which can be classified into three broad categories; extrinsic, intrinsic, and total rewards. Although extrinsic rewards are essential for employee motivation in under developed nations, including Sierra Leone, where the inflation rate is high and per capita income so low that people struggle to retain their social status, the importance of other rewards can be underscored. This research was conducted using data from 193 usable questionnaires (N = 193) collected from staff employed at NASSIT. Results of correlation analysis showed that the relationship between extrinsic reward, intrinsic reward, total rewards, and employee motivation are statistically significant and positively correlated. Furthermore, the results of regression analysis showed an even stronger relationship for perceived organizational support. This result confirms that perceived organizational support plays a vital role as a mediating variable in the employee motivation models of the NASSIT sample. Therefore, the findings draw attention to the relevance of organizational support in mediating the effects rewards have on employee motivation.  Employee motivation is an excellent contributor to human resource management's knowledge world, which explores the factors that affect employees' motivation and provides a solution to employees' motivation-related problems at their jobs. The research also recommends that the studied organization's management pays attention to employee motivation problems for the institution's overall benefit.

Country : Sierra Leone

1 Sophie A. A. S. Allieu

  1. Ernest Bai Koroma University of Science and Technology, Magburaka, Sierra Leone

IRJIET, Volume 5, Issue 4, April 2021 pp. 15-27

doi.org/10.47001/IRJIET/2021.504004

Full Paper
Download

References

  1. Armstrong, M. (2013). Handbook of Reward Management Practice: Improving performance through reward.
  2. Shawn M. Galloway, (2014). Incentives and rewards: Lazy or Excellent Management? Journal of occupational health and safety.
  3. Milkovich, G.T., Newman, J, M, & Gerhart, B, 2010. Compensation. 10th edition. United States: McGraw Hill.
  4. Robbins, S.P. (2003). Organizational behaviour (10th ed). San Diego: Prentice-Hall.
  5. Armstrong, M. (2012). Armstrong's Handbook of Human Resource Management Practice.
  6. Arnold, J. et al. 2010. Work Psychology: Understanding Human Behavior on the Workplace. (5th ed.) Harlow, UK: Prentice-Hall.
  7. Herzberg, F. 1987. One More Time: How Do You Motivate Employees? Harvard Business Review. Vol. 65 No. 5, 109-120.
  8. Osterloh, M., Frey, B. S. 2000. Motivation, Knowledge Transfer, and Organizational Forms. Organization Science 11:538–50.
  9. Luthans, Fred; Carolyn M. Youssef; David S. Sweetman, and Peter D. Harms. Meeting the Leadership Challenge of Employee Well-Being through Relationship PsyCap and Health PsyCap. Journal of Leadership & Organizational Studies, February 2013; vol. 20, 1: pp.118-133.
  10. Gupta, N. & Shaw, J. D. 1998. Let the Evidence Speak: Financial Incentives Are Effective!! Compensation and Benefits Review. Vol. 30 No. 2, 26.
  11. Chelladurai, P. (2009). Managing organizations for sport and physical activity: A systems perspective (3rd ed). Scottsdate, AZ: Holcomb Hathaway.
  12. Bowey, J. A. (2005). Predicting Individual Differences in Learning to Read. In M. J. Snowling& C. Hulme (Eds.), Blackwell handbooks of developmental psychology. The science of reading: A handbook (p. 155–172). Blackwell Publishing. https://doi.org/10.1002/9780470757642.ch9
  13. Armstrong, M. (2009). Performance management: key strategies and practical guidelines. (3rd ed), the UK.
  14. Pfeffer, J. & Sutton, R. 2006. Evidence-based Management. Harvard Business Review, Vol. 84 No. 1, 62-74.
  15. Nelson, R. R. 2004. The Market Economy and the Scientific Commons. Research Policy 33:455–71.
  16. Morten Jensen, Bojorn Johnson, Edward Lorenz, and Bengt-Ake Lundvall. (2007). Forms of knowledge and modes of innovation. Research Policy, 2007, vol. 36, issue 5, 680-693.
  17. Dessler, G. (2009). Framework for Human Resource Management, A, 5th edition. Pearson.
  18. Walker, J. R. (2017). Introduction to hospital management, 5th edition. Pearson.
  19. Nickson, D. (2013). Human Resource Management for Hospitality, Tourism, and Events. USA: Routledge.
  20. Lauby S (2009). Attendance and Punctuality. Available on: http://hrbartender.com/2009/comp/attendancepunctuality/ (assessed on 12 February 2021).
  21. Golembiewski, R. T. (2010). Handbook of Organizational Behavior, Second Edition. New York: Marcel Dekker Inc.
  22. Burton, M., Pavord, E. & Williams, B. (2014). An Introduction to Child and Adolescent Mental Health, London: SAGE, 2014. pp. 248.
  23. Blau, P. M. (1964). Exchange and Power in Social Life. New York: Wiley.
  24. Gouldner, A.W. (1960). The norm of reciprocity: A preliminary statement. American.
  25. Wayne, S. J., Shore, L. M., & Liden, R. C. 2013. Perceived organizational support.
  26. Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (2015). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75: 51–59.
  27. Kottke, J. L., & Sharafinski, C. E. (1988). Measuring Perceived Supervisory and Organizational Support. Educational and Psychological Measurement, 48, 1075-1079. http://dx.doi.org/10.1177/0013164488484024
  28. Self, D.R., Holt, D.T., &Schaninger, W.S. (2005). Work-group and organizational support: A test of distinct dimensions. Journal of Occupational and Organizational Psychology, 78, 133-140.
  29. Van Yperen, Van Den Berg, &Willering, (2014). Individual and organizational factors in Job retention in Kentucky's Child welfare agency, Children and Youth Review, 31(5): 547-554.
  30. Eisenberger, R., Cummings, J., Armeli, S., Lynch, P. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, 82, 812-820.
  31. Piercy, N.F., Cravens, D.W., Lane, N., &Vorhies, D.W. (2016). Driving organizational citizenship behaviors and salesperson in-role behavior performance: The role of management control and perceived organizational support. Academy of Marketing Science Journal, 34, 244-262.
  32. Houkes, I., Janssen, P.M., Jonge, J., & Bakker, A.B. (2013). Personality, work characteristics, and employee well-being: A longitudinal analysis of additive and moderating effects. Journal of Occupational Health Psychology, 8 (1), 20-38.
  33. Sheridan, J.E., & Slocum, J.W., Buda, R., & Thompson, R.C. (2014). Effects of corporate sponsorship and departmental power on career tournaments. Academy of Management Journal, 33, 578-602.
  34. Shore, LM, & Shore, TH (2013). Perceived organizational support and organizational justice. In R. Cropanzano& K.M. Kacmar (Eds.), Organizational politics, justice, and support: Managing social climate at work (pp. 149-164). Sociological Review, 25, 161-178.
  35. Tetick, L.M. Shore, & Miles. (2013). Perceived organizational support and organizational justice. In R. Cropanzano & K.M. Kacmar (Eds.), Organizational politics, justice, and support: Managing social climate at work (pp. 149-164).
  36. Wang G., Oh I.-S., Courtright S. H., Colbert A. E. (2011). Transformational leadership and performance across criteria and levels: a meta-analytic review of 25 years of research. Group Organ. Manage. 36, 223–270. 10.1177/1059601111401017
  37. Mugenda, O. and Mugenda, B. (2003). Research Methods. Quantitative and Qualitative.  Nairobi: Acts Press Publishers.
  38. Leedy, P.D. and Ormrod, J.E. (2005) Practical Research: Planning and Design. Prentice-Hall, Upper Saddle River, NJ.
  39. Babbie, E. and Mouton, J. (2001). The Practice of Social Research. Oxford: Oxford University Press.
  40. Meyer, J. P., Allen, N. J, & Smith, C. A. (1993). Commitment to organizations and occupations: Some methodological considerations. Journal of Applied Psychology, 78, 538-551.
  41. Sekaran, U. (2000) Research Methods for Business: A Skill Business Approach. John Wiley & Sons, New York.
  42. Hair, J.F.J., Anderson, R.E., Tatham, R.L., Black, W.C., 1998. Multivariate Data Analysis, 5th edn, Prentice-Hall, Upper Saddle River, New Jersey.
  43. Nunnally, J. C., & Bernstein, I. H. (1994). Psychometric theory (3rd ed.). New York: McGraw-Hill.
  44. Cooper, R. D., and Shindler, S. P. (2007). Business research methods, (9th Ed.). New York: McGraw-Hill.
  45. Bruce J. Avolio, John J. Sosik, and Yair Berson. Leadership Models, Methods, and Applications: Progress and Remaining Blind Spots. Volume 12. Industrial and Organizational Psychology III. ORGANIZATIONAL PSYCHOLOGY.
  46. Richard M. Burton, B. O. (2014). Organizational Design: A Step-by-Step Approach. Cambridge University Press.
  47. Dessler, G. (2011) Human Resource Management. Pearson Education Limited, Upper Saddle River.

Copyright @ 2026-2017 IRJIET. All Right Reserved.

Developed by Byzero Technologies