Abstract
Purpose: The purpose of the study was to examine the influence of employee reward on Innovation Performance of DTS in Kenya.Methodology: This study adopted a descriptive survey design. The sampling frame of this study was derived from the database of the SASRA. Multistage sampling was used to select the sample of the study. The population of the study was the 181 DTS’s operating in Kenya while the target population was 18 DTS’s. The respondents were individual management staff. A questionnaire was used to gather primary data. Secondary data was collected through review of published literature such as journals articles, published theses and textbooks. Information was sorted, coded and input into the statistical package for social sciences (SPSS) version 21.0 for production of graphs, tables, descriptive statistics and inferential statistics.Results: The study found out that employee reward and innovation performance are positively and significant related (r=0.113, p=0.001).Unique Contribution to Theory, Practice and Policy: It was recommended that both financial rewards (e.g. bonuses, pay, profit sharing) and Non-financial rewards (health insurance, holidays) be included in the employee reward human resource practice. This will lead to employee’s motivation to engage in creative activities and therefore high innovation performance will be registered.
Highlights
1.1 Background of the StudyThe world is moving quickly from a production-based economy to an innovation-based economy (Huang, Yi-Chun & Wu 2010)
Results in figure 2 show that 36% of employees in Deposit Taking Sacco’s are aged between 2635 years, 30% of the employees are aged between 18-25 years, 17% have their age between 35-44 years and 14% are between 45-55 years while only 3% are aged above 55 years
This implies that the employees working in the Deposit Taking Sacco are skilled for the job
Summary
1.1 Background of the StudyThe world is moving quickly from a production-based economy to an innovation-based economy (Huang, Yi-Chun & Wu 2010). Schuler and Jackson (2002) define HRM practices as a system that attracts, develops, motivate, and retains employees to ensure the effective implementation and the survival of the organization and its members. HRM practices is conceptualized as a set of internally consistent policies and practices designed and implemented to ensure that a firm’s human capital contribute to the achievement of its business objectives (Delery & Doty, 2004). Sanidas (2005) examined the links between SMEs, organizational innovations (OIs), and economic growth across OECD countries with particular reference to Japan and the USA. The study in these two countries revealed that the American economic survival and Japanese protracted economic downturn can be related to the existence of organizational innovation. The relative importance of SMEs in the two countries was only a contingent factor necessary but not sufficient for economic growth
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
