Abstract
The paper examines the extent to which incentives such as employee training and internal promotion contribute to employee performance, the case of University of Nairobi. The study was descriptive in nature and investigated employee training and internal promotion to assess employee performance at the University of Nairobi. The target population in this study was the non-teaching staff of Nairobi University, whereby stratified sampling technique was applied. The findings of the study revealed that both employee training and internal promotion as human resource management practice enhances performance of employees and enhances organization’s competitiveness. A major recommendation is the need to harmonize and integrate internal promotion and training as incentives towards employee improved performance. Further research should be done to explore the role of emerging technology, environment (facility layout, location, and supervision), attitude (character) and other personal (family issues) as other factors that affect employee’s performance. Keywords : Human resource management practices, human resource management, training, skills development, internal promotion, employee performance, incentives. DOI : 10.7176/EJBM/11-14-08 Publication date :May 31st 2019
Highlights
Introduction and backgroundMany organizations undertake different strategies to promote employability, attract, motivate and retain employees in return for employees’ continuous commitment and productivity (Ling et al 2014)
The study findings presented in figure above indicate that majority of the respondents (58.9%) agreed that internal promotion enhances performance to a great extent. 21.1 % of the respondents said that internal promotion enhances performance to a very great extent while a few respondents (4.2%) of the respondents who indicated that internal promotion enhances performance to a low extent
From the findings presented in table above, the respondents agreed that training imparts up-to-date information which enhances employee knowledge and skills for better performance (M=4.1895 SD=0.4201)
Summary
Many organizations undertake different strategies to promote employability, attract, motivate and retain employees in return for employees’ continuous commitment and productivity (Ling et al 2014). Retaining and motivating human capital is essential for value creation (Coff & Kryscynski, 2011; Foss, 2011), while promotions serve a matching function as they sort employees into the jobs for which their skills and abilities are best suited (Campbell, 2008). Creating competitive advantage through people requires careful attention to the practices that best leverage these assets. This is by no means through motivation in terms of incentives. As Atambo et al (2013) argues, organizations use incentives to reach certain goals, encourage a certain behavior and team-spirit for collective awards
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