EFFECT OF REWARD ON EMPLOYER BRANDING IN THE MOBILE TELECOMMUNICATION SECTOR IN KENYA

Dr Dinah Chebet Keino,Dr Hazel Gachunga,Dr Kennedy Ogollah

doi:10.47941/hrlj.80

Abstract

Purpose: The purpose of the study was to establish the effect of reward on employer branding in the mobile telecommunication sector in Kenya.Methodology: The study used descriptive design. The data collection instrument used was questionnaire. Census study method was used. The target population was only the top, middle and lower level managers in the mobile telecommunication sector totaling to three hundred and ninety (390). A pre-test and pilot survey was conducted. Data analysis involved statistical computations for averages, percentages, and correlation and regression analysis. Statistical computer software (SPSS) was used in data analysis. Analyzed data was presented using tables, charts and graphs.Results: Results revealed that in most of the mobile telecommunication companies in Kenya employees were stimulated by Salary, benefit and allowances to apply for the job. The results of the study also showed that Bonus, pension pay and promotions have great impact on the success of the organization and may influence retention in the mobile telecommunication companies in Kenya. The results further showed that exists a benefit scheme policy in the mobile telecommunication sector in Kenya, this implies that majority of the telecommunication companies have enrolled their employees to the benefit scheme.Unique Contribution to Theory, Practice and Policy: The study recommended Mobile telecommunication sector in Kenya to introduce annual salary reviews, housing and commuter allowances to motivate their employees and boost the employee branding.

Highlights

1.1 Background of the StudyAs HRM begins to assume a greater role in Organisational Effectiveness, there has been growing debate about the need for researchers to provide a more satisfactory means of accommodating workers’ interests in the modelling of the employment relationship (Francis and Reddington, 2011)
Reward was reliable since it had a cronbach alpha of 0.880 which was above the cut-off of reliability for the study
The findings agree with that of (Khan, 2012) who concluded that compensation and rewards are important factors for attracting and retaining competent employees in the organization

Summary

Introduction

1.1 Background of the StudyAs HRM begins to assume a greater role in Organisational Effectiveness, there has been growing debate about the need for researchers to provide a more satisfactory means of accommodating workers’ interests in the modelling of the employment relationship (Francis and Reddington, 2011). Emphasis is typically placed upon developing an open and trusting employment relationship, with bundles of HR practices geared towards increasing worker autonomy and resourcefulness, grounded in the idea that employees can (and are willing to) become self-managing and self-reliant in ways that act in the firm’s interests (Landen, 2002). A strong employer brand should connect an organization’s values, people strategy and HR policies and be linked to the company brand It is a targeted, long- term strategy to manage the awareness and perceptions of current employees, potential employees, and related stakeholders with regards to a particular firm. It suggests the differentiation of a firm’s characteristics as an employer from those of its competitors

Methods

Results

Conclusion