INSTITUTE OF RURAL DEVELOPMENT PLANNING

DODOMA

DEPARTMENT OF DEVELOPMENT FINANCE AND MANAGEMENT

STUDIES

BACHELOR DEGREE IN HUMAN RESOURCE PLANNING AND MANAGEMENT

EFFECT OF NON-FINANCIAL REWARDS ON EMPLOYEE PERFORMANCE IN

LOCAL GOVERNMENT AUTHORITIES: A CASE OF CHAMWINO DISTRICT
COUNCIL

BY

KHADIJA YUSUPH SHABANI

SUPERVISOR’S NAME: GASPER TRYPHON KISINZA

JULY, 2019
1.0 INTRODUCTION

1.1 Background Information

The study will examine the effects of non-financial rewards on employee performance.

Non-financial reward is simply the internal feelings of satisfaction, growth, autonomy and

self-competence an individual experience it is the main feature of human resource

management which attracts and retains talented employees by motivating them to perform

well, (Markova & Ford, 2011). Reward management system is one of the most

practicable appreciation techniques.

In the world today, every organization is working towards ensuring high performance.

Psychologists have found out that non-financial rewards can be more powerful motivators

than an external reward system like employee bonus programme, (Armstrong, 2010).

Traditionally, Human Resources were regarded as a burden to the organizations Hampton

stated that in olden days workers were paid based on the piece rate, time rate where one

would be paid according to the work he or she has accomplished in a given time. In later

developments, there evolved human relations approach in managing employees at the

work place. Reminds that the human relations approach treats people as human beings

instead of machines as will be the case in earliest conceptions.

In modern world a lot has changed in the work place with more emphasis on promoting

pay and other benefits. (Robert, 2003), also argues that there is need to meet and

introduce more motivating ways to meet employee’s needs in the organization. Reward is

achieved in many ways including cash and non-cash based rewards and awards. During

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his or her career. According to Allen et al. (2011),it comprises achievement, challenge,

autonomy, responsibility, variety, personal and professional growth, status recognition,

praise from supervisors and co-workers, personal satisfaction, feeling of self-esteem, self-

discernment, creativity, opportunity to use one’s skills and abilities, efficient feedback.

Reward is therefore, all the economics and psychological benefits supplied by the

organization to the employee.

Bennell and Acheampong (2007) observe that relationships between many African

governments and teachers are strained and turning sour. The teachers as a group have

been occasionally targeted by governments. A good example is Zimbabwe. Teachers’

union leaders have also been imprisoned and tortured; examples are Burundi, Zimbabwe

and Ethiopia. According to a Speech delivered by Francis Okoma- Okello, Chairman of

Barclays Bank Kenya Limited (2008), reward schemes have also been used to ensuregood

governance in Africa. An example is The MoIbrahim Foundation which was launched in

October 2006 to support good governance and great leadership in Africa. Its main aims

are to recognize excellence in African leadership and also to provide a practical way in

which leaders can build positive legacies when they leave national office. The foundation

I also meant to stimulate debates on quality of governance and major governance issues

in Africa and develop leadership and governance capacity in Africa Mo Ibrahim

Foundation, (2006).

United Republic of Tanzania through the Public Service Reforms Programme, has

recognized the importance of pay and incentives in the process of improving public

service delivery by adopting a medium pay policy. The government inserted various

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sections in Public Service Act No 8 of 2002 and its Public Service Regulation of 2003 as

well as Standing Order for Public Service, 2009 to allow provision of subsistence

allowances, disturbance allowances, paid leave and other terminal benefits to public

servants. However, most employers in Public Service Organizations give less attention on

provision of rewards to their employees’. Also the applicability of non-financial factors as

a means to motivate employee is given miner attention.

1.2 Statement of the Problem

Non-financial rewards is internal to the person in that it is something that you have to

offer yourself and is driven by personal interest from employment (Nongo, 2005).

According to Boeuf (2010), the only way the employees will fulfill a dream is in sharing

it. Above all, reward schemes provide mechanisms for this to happen. Likewise, you get

more of the behavior you reward. You don't get what you hope for, wish for or beg for.

You get what you reward. Reward and incentive systems are therefore fundamental in

developing capacities and translating developed capacities into better performances says

(UNDP, 2006).

According to Luthans and Peterson (2002), there are two basic types of rewards, which

are extrinsic and non-financial. Extrinsic reward (also known as financial or tangible or

monetary) is majorly financial in nature. Intrinsic reward (also referred to as non-

financial) on the other hand, is a psychological reward that employees get from doing

meaningful work and performing it well. Non-financial reward is simply the internal

feelings of satisfaction, growth, autonomy and self competence an individual experience

during his/her career. It is emphasized that employees need for recognition, self respect,

3
growth, meaningful work, and social activities are as important as monetary incentives in

increasing employee morale and performance (Ivancevich and Matteson, 2008).

Despite of many studies have done on employee motivation, many researches based on

monetary rewards, and few on non-monetary rewards or Non-financial rewards especially

in public organization or sectors. This study intends to establish the relationship between

non-financial rewards and job satisfaction, to find out employees perception on the

application of non-financial rewards on job satisfaction and to investigate employees’

reactions with regard to effort spent on their job where there are no rewards. Therefore

the researcher will conduct the study about the effects of non-financial rewards on

employees’ performance in local government authorities in Tanzania a case of Chamwino

district council.

1.3 Significance of the Study

This study will be an input to management of Chamwino District Council to decide where

to emphasize on to capture employees’ job commitment towards achievement of

organizational goals.Futher,it is envisaged that the findings, conclusion and

recommendations of this study will provide useful information to the Present’s Office-

Regional Administration and local Government(Po-RALG)and help policy makers and

planners to take some corrective measures to improve the quality of non-financial

rewards in public sectors in Tanzania,LGAS in particular. Also this research is important

to the society as it gives an insight and understanding of non-monetary motivation and

hence contributing to knowledge and awareness. Furthermore, the study will be useful for

students and future researchers through knowledge contribution. More importantly, the

4
study will be used as partial fulfillment of the award of Bachelor degree in human

resource planning and management.

1.4 Research Objectives

The purpose of this section is to describe the objectives of the study. The general

objective is presented first and specific objectives are presented thereafter

1.4.1General objective

To examine the effects of non-financial rewards on employees’ performance in Local

government authorities in Tanzania with the use of chamwino District Council.

1.4.2 Specific Objectives

The specific objectives of the study are:

(i). To identify the non-financial rewards given to employees at Chamwino district

council

(ii). To assess determinant for provision of non-financial rewards at Chamwino

District council.

(iii). To measure the relationship between non-financial rewards and employees

performance at Chamwino District council.

1.5 Research Questions

The study will strive to answer the following three questions

(i). What are the non-financial rewards given to employees at Chamwino district

council?

 Recognition

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  Opportunity for career advancement

 Involvement in Decision

(ii). What are the determinants for provision of non-financial rewards at Chamwino

District council?

 Nature of the job

 Management Style

 Meeting performance target

 Appraisal remark

 Rewards scheme/policy

(iii). What is the relationship between non-financial rewards and employees

performance at Chamwino District council?

 Job performance

 Organizational commitment

 Retention of employee

 Turnover of employee

 Absenteeism of employee

6
1.6 Scope of the Study

Geographically, this research will be conducted at Chamwino District Council whereby

the respondents will be all employees at the district’s head office. Population composed

all employees from thirteen departments and five units within the organization. The study

will cover to identify the non-financial rewards given to employees at Chamwino district

council, to assess determinant for provision of non-financial rewards at Chamwino

District council and to measure the relationship between non-financial rewards and

employees performance at Chamwino District council.

7
2.0 LITERATURE REVIEW

This chapter provides information from several sources which are closely related to the

theme and the objectives of the study. The specific areas covered here are theoretical

review, empirical review, conceptual framework, and research gap.

2.1 Theoretical Review

This research will focus on employee motivation and therefore we shall examine few

theories of motivation in theoretical analysis. A theory represents the coherent set of

hypothetical, conceptual and pragmatic principles forming the general frame for reference

for the field of enquiry. This study will be guided by Maslow’s hierarchy of needs theory,

Herzberg’s two factor theory

2.1.1 Maslow’s Hierarchy of Needs Theory

Abraham Maslow, in his research in 1943 on motivation, wanted to understand what

really motivates individuals or gives them the drive to do something. He classified human

needs into a pyramid of five sections which he named the hierarchy of needs that

individuals go through in life. Based on Maslow’s hierarchy of needs, wages are highly

important and usually one of the most common motivators. They satisfy the immediate

necessities of men such as food, clothing and shelter. But what is really essential are the

needs found on the higher levels, and they are not associated with money (Gabriel, 2010).

8
Hertzberg two-factor theory

It is developed by Frederick Hertzberg in 1950s.According to him, hygiene factors are

necessary to maintain a reasonable level of satisfaction among employees. Motivational

factors are non-financial part of the job. He noted that the two factors are one-

dimensional (Gupta, 2006).

Hertzberg’s studies (1959) concentrated on satisfaction at work. In the initial research

some 200 engineers and accountants were asked to recall when they had experienced

satisfactory and unsatisfactory feelings about their job. Following the interviews,

Hertzberg’s team came to the conclusion that, certain factors tended to lead to job

satisfaction, whereas others led to frequently to dissatisfaction. The factors giving rise to

satisfaction were called motivators. Those giving rise to dissatisfaction were called

hygiene factors. The opposite of satisfaction is no satisfaction and the opposite of

dissatisfaction is no dissatisfaction.

The most important motivators, or satisfiers are; achievement, recognition, work itself,

responsibility and advancement. Hertzberg pointed out that these factors were intimately

related to the content of work, with its non-financial challenge, interest and individual

responses generated by them. The hygiene factors are; salary, company policy and

administration, supervision, interpersonal relations and working conditions. The key

distinction between the motivators and the hygiene factors is that whereas motivators can

bring about positive satisfaction, the hygiene factors can only serve to prevent

dissatisfaction.

9
Despite such criticisms, the theory has had a considerable effect on the rewards and did at

least attempt on empirical approach to the study of motivation at work and job

satisfaction. Furthermore Hertzberg work has drawn attention to the importance of job

design in the quality of work life (Mullins, 2005).

2.2 Empirical Review

2.2.1 Empirical review from Norway

There is effect of non-financial rewards on employee satisfaction. These rewards enhance

the satisfaction of employees (Jeffrey, 2008). (Donald & Sanjay, 2004) studied the

variables of job satisfaction commitment, job involvement and job characteristics. The

research study revealed that, financial rewards are not important in all situations.

Employees can have vastly different motives for acquiring wealth including using money

to fulfill psychological needs. Thus; it is not surprisingly that money alone is less an

effective motivator for employees than when it is used in conjunction with non-financial

rewards (Graham, 1998).

However, in supporting Graham (2002), argued that, the reward should include monetary

and non-monetary components. He said that, remuneration does not simply compensate

employees for their efforts. It has also an impact on the recruitment and retention of

talented people.

2.2.2 Empirical review from Kenya

A meta-analysis by (Denisi & Kluger, 2000) of 131 empirical studies that had tested how

well feedback interventions worked indicated a modest but positive effect of feedback on

performance overall. Recognition can be provided by positive and immediate feedback

10
from managers and colleagues that acknowledge individual contributions and by

managers who listen to and act upon the suggestions of their team members. Other

actions that provide more recognition include allocation to a high profile project and

enrichment of the job to provide scope for more interesting and rewarding work.

According to Armstrong (2007), reward philosophy recognizes that, if human resources

management is about investing in human capital from which a reasonable return is

required, and then it is proper to reward people differently according to their

contributions. Rewards should consider justice, fairness, equity, transparency, consistency

and strategically alignment. The benefit of rewards are; enhancing the employment

relationship, flexibility to meet individual needs, helps to win the war of talents, through

that an organization can become an employer of choice and a great place to work, thus

attracting and retaining the talented people it needs.

2.2.3 Empirical review from Tanzania

Leshabari et al. (2008) they conducted a research to determine the motivation of

healthcare workers at Muhimbili National Hospital in Tanzania. They concluded that

poor implementation of systematic improvements is the main reason for functional failure

and barrier in the health sector in Tanzania along with poor personnel motivation. The

health sector in Tanzania has been undergoing major reforms and this research was done

with an intention to determine the degree of employee job satisfaction and to identify the

factors that caused low employee motivation since motivation is was cited as being part

of the reason for failure in the sector. The findings revealed that almost half of the

healthcare workers were not satisfied with their jobs due to low salaries; unavailability of

11
the right job equipments and consumables, poor performance evaluation models used at

the institution, poor communication structures, lack of employee participation in decision

making and lack of management’s concern for employee welfare programs.

2.3 Information Gap

Many studies have done on employee motivation, many researches based on monetary

rewards, and few on non-monetary rewards or Non-financial rewards especially in public

organization or sectors. Therefore the previous studies do not link the employee reward

preferences in relation to their specific needs and organization levels. However, most

employers in Public Service Organizations give less attention on provision of rewards to

their employees especially the applicability of non-financial factors as a means to

motivate employee is given miner attention.

This study intends to establish the relationship between non-financial rewards and job

satisfaction, to find out employees perception on the application of non-financial rewards

on job satisfaction and to investigate employees’ reactions with regard to effort spent on

their job where there are no rewards. Also this study will address the issues of non-

financial reward with the specifically to Chamwino District council and this study is

conducted more recently by reviewing the available practice/policy of incentive at

Chamwino District Council.

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2.4 Conceptual Framework

The conceptual framework for this study has two variables: The independent and the

dependent variables with associate indication. This study assumes that employee

performance is the one that can be achieved when the effective application and

management of non-financial rewards. In this study, punctuality, work quality, behavioral

traits, represent dependent variables resulted from independent variables which are: Job

security, autonomy, opportunities, nature of the work, and sense of achievement and

performance feedback. Nevertheless, organizational policy, guidelines or incentive

scheme represent mediating variable.

Diagrammatically, the conceptual frame work is presented in figure 1

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 Independent Intermediate Dependent
Variable Variable Variable

Non-financial Reward
Types of Non-financial Organization Policy
reward Rewards Employee Performance
Determinants for provision scheme
of Non-financial reward
Relationship between Non-
financial reward and
employee performance

Figure 1: Conceptual framework

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3.0 RESEARCH METHODOLOGY

3.1 Study Area

The study will be conducted at Chamwino district council in Dodoma region, the area of

the study is purposively selected because of the availability of provision reward to

employees. The researcher wants to find out if lack of non-financial rewards was the

cause of employee performance.

3.2 Research Design

Cross sectional research design will be used as it is a promising design for collecting data

of one or more group at one given point of time, Also it is the non-experimental research

design as it is useful and considered to have great degree of accuracy and precision in

social science research. The design is useful for descriptive purposes as well as

determination of relationship among variables at the time of the study. Cross sectional

measures simultaneously the exposure and health outcome in a given population and in a

given geographical area at certain time also is helpful in determining how many people

been affected by condition and weather the frequency of the occurrence varies across

group or population characteristics. Therefore in this study it will help to determine

effects of non-financial rewards on employee performance in an organization.

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3.3 Data Types and Sources

Both the primary and secondary data types will be collected and then used for analysis.

Primary data will be gathered from respondents of the study, who are the employees of

Chamwino District council. The data will be collected by using questionnaire.

Secondary data will be collected from documentaries review like reports of the

Chamwino District Council and other documents of the council based on effect of non-

financial rewards on employee attitude.

3.4 Data Collection Methods and tools

3.4.1 Interview

Interview method for data collection will be used to obtain data from respondents by

using face to face based interview. The technique will be used because sample chosen

will be controlled more effectively. And also the researcher prepares questionnaire as the

tool for data collection.

3.4.2 Documentary review

This is method of data collection which involves reviewing and analyzing the contents of,

Chamwino district council performance reports and the contents of all other verbal

materials, which can be either spoken or written. Therefore, the use of this method will be

obtained through the use of check-list as a tool for data collection.

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3.4.3 Observation

In this method data will be collected through direct observation whereby the researcher

will undertake survey. In that case survey will be taken as a tool for obtaining information

whereby the researcher will go around and see how employees are being motivated by

non-financial rewards.

3.5 Sampling

Is the process or technique of selecting a representative part of population for the purpose

of determining parameters or characteristics of the whole population.

3.5.1 Sampling frame

A sampling frame is the source material or devices from which a sample is drawn. The

study includes the total population of 98 people in head office who are employees of

Chamwino District.

3.5.2 Sampling unit

The sampling unit refers to unit of reference or reporting . This study, the Sampling unit

will be 49 the employees of Chamwino District council

3.5.3 Sample size

Sample size of the study will be obtained from the total population 80 employees of head

office Yamane (1967) will be used as formula to get the sample size.

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Whereby;

n= Sample size

N= Total number of households

e= Standard Error (10%).

N
n=
1+ N ( e ) 2

98
n= =49 sample
1+ 98 ( 0.1 ) 2

Therefore the study will use a total of 49 respondents

3.5.4 Sampling procedures

The study will use both non probability and probability techniques

Simple random technique will be used to obtain data from employee of different

department and sections who are not in the managerial positions. Judgmental or purposive

will be used because it involves making planned selection of respondents or areas

included in the study in which the respondents are believed to be typical representative of

the study area.

3.6 Detailed Fieldwork

Researcher will be responsible to collect data and finding research permit from starting

sending application to the Chamwino district council to obtain permit for collecting data

at Chamwino District council head office, (Study Area). After been granted the

permission to collect data, then the researcher will carry-on with the task for at least three

18
weeks then, followed with data processing, data analysis and data presentation which will

be the writing of the whole research document.

3.7 Data Processing, Analysis and Presentation

3.7.1 Data processing

The data will be edited to detect errors and omission and thereafter coded prior to

analysis.

3.7.2 Data analysis

Quantitative data will be analyzed by descriptive statistics and inferential analysis;

Qualitative data will be analyzed using content analysis technique narrative analysis,

discourse analysis and direct quotas. Computer software for statistical package for social

science (SPSS) version 20 will be used as a tool for help analysis of data particularly

quantitative data.

3.7.3 Data presentation

The analyzed data will be presented using, tables, figures and percentages, Word

reporting system will be used to present discussions of the findings, summary,

recommendations, and conclusions.

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4.0 RESEARCH SCHEDULE OF ACTIVITIES

MONTHS March-May 2019 June 2019 July 2019 August 2019

Writing proposal

and

Presenting

Data Collection

Analyzing data

Collected and

Writing report

Preparation and

presentation of

research report

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5.0 RESEARCH BUDGET AND SOURCE OF FUNDS
5.1 Budget size and breakdown
Amount/Item Total Amount
S/N Particulars Units (Tshs) (Tshs)
1 Pens 3 @200 600
2 Paper A4 1 ream @9,000 9,000
3 Note book 1 @5,000 5,000
4 Internet visiting 30 days @500 15,000
5 Pencil 2 @200 400
6 Ruler 1 @500 500
7 Transport cost Whole period 60,000 60,000
8 Meals allowance whole days @2,500 100,000
9 Printing costs Whole period 90,000 90,000
10 Photocopy costs Whole period 12,000 12,000
11 Binding cost Whole period 25,000 25,000
Data processing
12 and analysis cost Whole period 20,000 20,000

13 Emergency Whole period 40,000 40,000

TOTAL 377,500/=
Source of researcher’s fund

The whole cost of the proposed budget which is Tshs. 377,500/= will be from
researcher’s own money.

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REFERENCES

Allen, R. S., Takeda, M. B., White, C. S. and Hemis, M. M. (2011). Rewards and

Organizational Performance in Japan and United States: A Comparison.

Compensation and Benefits Review, 36 (1), pp. 7-14.

Armstrong, M. (2007). A Handbook and Reward Management Practice: Improving

Armstrong, M. (2010). A Handbook and Reward Management Practice: Improving

Bennell, P. and Acheampong, J. (2007). PSRP Education Sector Review In Sierra Leone.

Freetown: Ministry of Education Science and Technology

Boeuf, M. (2010, September 8) Reward System. Business guide. Retrieved February 24,

2012, from http://www.e-coach. narod. ru/ business_ guide/

crosscuttings/motivating reward system.html

Denisi, A., & Kluger, A. (2000). Feedback Effectiveness: Can 360 Appraisals are

Improved?. Academy of management Executive,14, 129-139.

Donald,K and Sanjay D. (2004). Job satisfaction, involvement and characteristics.

Prentice Hall, India.

Gabriel, M (2010). 6 Non-Monetary Rewards that Motivate Employees. 1-4

Graham, H.T et al (1998). Human Resources Management, 9th edition. London:

Graham, H.T et al (2002). Human Resources Management, 9th edition. London:

22
Gupta G.B (2010) Management Theory and Practice. New Delhi: Sultan Chand and

Sons.

Herzberg ,F,Mausner ,B & Synederman B. (1959). The motivation to work. New York:

John Wiley.

Ivancevich, S., and Matteson, C. (2008) Organization Behavior and Management. ,

Pearson Prentice Hall

Jeffrey, S. (2008). The Benefits of Tangible Non-Monetary Incentives: Four

Psychological

Leshabari, M. Muhondwa, Y. Mwangu, A and Mbembali, A. (2008) Motivation of Health

Care Worker in Tanzania.

Living with Aids Working in Faith-based Organizations in South Africa- a Qualitative

Study. Akintola Journal of International AIDS Society, 10-75.

Luthans, F. and Peterson, S. J. (2002). Recognition: A Powerful but Often Overlooked,

Leadership Tool to Improve Performance. The Journal of Leadership

Markova, G., & Ford, C. (2011). Is Money the Panacea? Rewards for Knowledge

Workers. New york: John Wiley and Sons.

Mo Ibrahim Foundation (2006). Good Governance and Great Leadership in Africa

Mugenda, O & Mugenda. a. (2008). Research Mrthods: Quantitative and Qualitative

Approaches.. Nairobi, Kenya: African Centre for Technology Studies.

Mullins L. J (2005) Management and Organizational Behaviour: United Kingdom

23
Robert, C. (2003). Organization Behaviors, 12th Ed, Pearson Prentice Hall. Studies, 7 (1),

pp. 31-39.

Nongo,s.(2005). Fundamentals of management . Makurdi; Aboki Publishers

UNDP (2006), Practice note on Public Service Reform

URT, (2002). The Public Service Act. Government Printer, Dar es Salaam.

URT, (2009). Standing Order for Public Servants. Government Printer, Dar es Salaam.

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 APPENDIX I: QUESTIONNAIRE TO EMPLOYEES

Dear respondent,

My name is Ms. Khadija Yusuph Shabani, student at the Institute of Rural Development

Planning (IRDP) Dodoma taking a bachelor degree in Human resources planning and

management. I am here to undertake a research which is part and parcel of my bachelor

degree’s study. This study is therefore designed to assess the effect of non-financial

rewards on employee performance at Chamwino district council. Therefore, the

information you provide is for the purpose of this study and will be kept confidential.

Your name will not appear with your answers. Only a summary of the results will be

published.

SECTION A: respondent’s personal particulars

Put a tick (√) in the appropriate box.

1. Sex of respondent
i. Male ii. Female

2 Age of respondents
i. 18-24year ii. 25-31year iii. 32-42year iv. 43-53year v. 54 above

3. Please indicates your highest level of education

i. Master ii. Post iii. bachelor iv. Diploma v. Certificate
degree graduate

4. How many years of experience

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 i. 1-2 years ii. 2-5years iii. 5 above years

SECTION: B Knowledge, awareness and practice of non-financial rewards and

performance
5. Please mention the non-financial rewards commonly provided by your employer
a) …………………………………………………
b) …………………………………………………
c) …………………………………………………
d) …………………………………………………..

6. Does the job security used as non-financial reward?

a) Yes
b) I don’t Know ( )
c) No
7. Does the opportunity for career advancement used as non-financial reward?
a) Yes
b) I don’t Know ( )
c) No
8. Does the Development opportunity used as non-financial reward?
a) Yes
b) I don’t Know ( )
c) No

9. Does the work itself used as non-financial reward?

a) Yes
b) I don’t Know ( )
c) No
10. Does the responsibility used as non-financial reward?
a) Yes
b) I don’t Know ( )

26
 c) No
11. Does the sense of achievement used as non-financial reward?
a) Yes
b) I don’t Know ( )
c) No
12. Does the job security used as non-financial reward?
a) Yes
b) I don’t Know ( )
c) No

13. What are the non-financial rewards that you will prefer to be provided to
employee?
....................................................................................................................................
....................................................................................................................................
....................................................................................................................................
....................................................................................................................................
....................................................................................................................................
....................................................................................................................................

14. Does the difference in personal needs determine the provision non-financial
reward?
a) Yes
b) I don’t Know ( )
c) No

15. Does the nature of the job determine the provision non-financial reward?
a) Yes
b) I don’t Know ( )
c) No
16. Does the management style determine the provision of non-financial reward?
a) Yes
b) I don’t Know ( )

27
 c) No
17. Does the employee expectation determine the provision of non-financial reward?
a) Yes
b) I don’t Know ( )
c) No
18. Do the employee recognition practices determine the provision of non-financial
reward?
a) Yes
b) I don’t Know ( )
c) No
19. Do the reward policy/ scheme determine the provision of non-financial reward?
a) Yes
b) I don’t Know ( )
c) No

20. Mention other barriers of non-financial rewards at Chamwino district council

………………………………………………………………………………………
………………………………………………………………………………………
………………………………………………………………………………………
……………………………………………………....................................................
....................................................................................................................................

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21. Do non-financial rewards increase employee job performance?
a) Yes
b) I don’t Know ( )
c) No
22. Do non-financial rewards increase employee organization commitment?
a) Yes
b) I don’t Know ( )
c) No
23. Do non-financial rewards increase employee high retention of employee?
a) Yes
b) I don’t Know ( )
c) No
24. Do non-financial rewards increase employee low turnover of employees?
a) Yes
b) I don’t Know ( )
c) No
25. Do non-financial rewards increase employee low employee absenteeism?
a) Yes
b) I don’t Know ( )
c) No

29