Effect of Reward Practices On Employee Commitment in Faith

ISSN: 2249-7196
IJMRR/Oct. 2015/ Volume 5/Issue 10/Article No-2/729-743

Oyoo Mark Okinyi et. al., / International Journal of Management Research & Review
EFFECT OF REWARD PRACTICES ON EMPLOYEE COMMITMENT IN FAITH

BASED HEALTH ORGANIZATIONS IN KAKAMEGA COUNTY, KENYA
Oyoo Mark Okinyi*1
1
Graduate Student, Jomo Kenyatta University of Agriculture and Technology, Kenya.
ABSTRACT
Faith based organizations have been involved in the social and economic development in
Sub-Saharan Africa through their work with the poorest and their presence in the most
economically backward areas in the country (Kamaara, 2000). Organizational commitment
has received a lot of attention in research of the work environment. It has been measured and
conceptualized in many different ways, but still remains a challenging construct (Lok et al,
2007). However few studies have been done to authoritatively show the relationship between
reward practices and employee commitment in FBOs offering health services. The objectives
of this study were: To assess the reward policies put in place by faith based health
organizations to enhance employee commitment; determine the effect of extrinsic rewards on
employee commitment in faith based health organizations and; examine the effect of intrinsic
rewards on employee commitment in faith based health organizations in Kakamega County.
A stratified random sample of 103 employees was drawn from a target population of 505.
Data was collected using questionnaires and analyzed. The result using a correlation model
showed that, there is a strong relationship between reward practices and employee
commitment, the better the practices the more committed employees will be to the
organization. The study recommends that the management of faith based health organizations
should investigate options for improving the reward practices being implemented as this will
improve the commitment of employees. This is particularly important since employees are
most satisfied with their HR experiences in their first two years on the job
Keywords: Faith based organizations, employee commitment, reward practices, Extrinsic
rewards, Intrinsic rewards.
INTRODUCTION
Since the adoption in 2000 of the Millennium Development Goals (MDGs) to improve health
outcomes in developing countries, several initiatives and reports have focused on the critical
role played by human resources for health (WHO 2000). The definition of FBOs is an
organization or congregation where faith is a critical element in shaping and providing all
social service provisions, from commodities services to mental health counseling (White,
1996). FBOs have more accessibility to a population not reached by government or other
secular social services (Choi, 2003). Faith based organizations (FBOs) have been involved in
the social and economic development in Sub-Saharan Africa through their work with the
*Corresponding Author www.ijmrr.com 729

poorest and their presence in the most economically backward areas in the country (Kamaara,
2000).
Most faith based hospitals in Kenya are coordinated by three umbrella bodies; The Christian
Health Association of Kenya (CHAK) coordinates most protestant affiliated hospitals , the
Kenya Episcopal Conference through the Catholic Secretariat (KEC-CS), the national and
coordinating arm that provides oversight, lobbying, advocacy and representation of the
extensive catholic health facilities across Kenya, and the Supreme Council of Kenya Muslims
(SUPKEM) which coordinates Islamic faith based health facilities. According to the Ministry
of Medical services, (RoK, 2008) the faith based health services account for 30% of health
care coverage in Kenya and it is estimated that this percentage is higher in the rural areas of
Kenya. Faith-based health facilities play a major role in service delivery throughout the
region. These facilities provide 30 to 70 percent of all health care services (WHO, 2007) and
more than one fifth of all HIV services (GHC, 2005). One of the pillars that these
organizations need is human capital.
STATEMENT OF THE PROBLEM
Employee’s commitment with an organization is a big incentive for any organization because
long tenure of employees at same organization helps the person to understand the goals of the
organization and strive to compete for the target. It is explored that organizational
commitment is depicted when employees become creative at work, sincere with duty, and
committed to the assigned tasks (Clugston, 2000; Riketta, 2002).
A study carried out in Malawi by (Hurst, 2002) focused on mobility of registered nurses
between ages 25 and 30 and above 30 years old and showed that those aged 25 and 30 were
more likely to leave as opposed to above 30 years and thus retention strategies should be
focused more on these group. Several studies have been conducted focusing on reward and
employee performance; and employee job satisfaction e.g. (Gohari et al. 2013, Syed, and
Yan, 2012). However little has been done to authoritatively show the relationship between
reward practices and employee commitment in FBOs offering health services. Several
instances of negligence and lack of interest to help patients have been reported in the Kenyan
public hospitals and many qualified personnel have gone to establish their own private
hospitals. This has been attributed to lack of commitment which is the result of de-motivation
and job dissatisfaction. Faith based health organizations may not be an exception. According
to the ICPAK report on Baseline Survey on Devolution in Kenya with respect to Public
Financial Management Systems (ICPAK, 2014), Kakamega County identified health as a key
priority. Other priorities included infrastructure, education and agriculture in that order. This
study therefore seeks to address the effect of reward practices on employee commitment in
faith based health organizations in Kakamega County, Kenya.
OBJECTIVES OF THE STUDY
The study sought to achieve the following specific objectives:
i. To assess the reward policies put in place by faith based health organizations in
Kakamega County to enhance employee commitment.
Copyright © 2012 Published by IJMRR. All rights reserved 730

ii. To determine the effect of extrinsic rewards on employee commitment in faith based
health organizations in Kakamega County.
iii. To examine the effect of intrinsic rewards on employee commitment in faith based health
organizations in Kakamega County.
RESEARCH QUESTIONS
This study sought to address the following questions:
i. What reward policies have been put in place by faith based health organizations in
Kakamega County to enhance employee commitment?
ii. What effects do extrinsic rewards have on employee commitment in faith based health
organizations in Kakamega County?
iii. What effects do intrinsic rewards have on employee commitment in faith based health
organizations in Kakamega County?
SIGNIFICANCE OF THE STUDY
The findings of this study will be particularly useful to health organizations to understand
how they can do better to improve their employee commitment. The study will also offer
valuable insight to the management of health organizations about the reward practices for
employee commitment. In addition, it will add information to the limited empirical
knowledge about the link between reward practices and employee commitment in faith based
health organizations. It is envisaged that the findings, conclusions and recommendations of
this study will provide useful information to the Ministry of Health and help policy makers
and planners to ensure that health organizations have enhanced output through integration of
the reward practices in their operations.
CONCEPTUAL FRAMEWORK
The conceptual framework for this study had two variables: The independent and the
dependent variables. The independent variable was reward practices which comprised
Reward Policies, Extrinsic Rewards and Intrinsic Rewards. The dependent variable was
Employee Commitment and comprised Turnover Intensions, Job Satisfaction and Job
Performance. This is illustrated in figure 1.
Independent Variable Dependent Variable
Reward Policies
Extrinsic Reward Employee Commitment
Rewards Practices
Intrinsic Rewards
Fig. 1: Conceptual Framework

RESEARCH DESIGN
This study used a descriptive research design. This was justified for this research study as it
contains the most desirable traits such as a sizeable sample; short time span for
administration; flexibility of data collection; diversity of objectives and cost. It provided the
glue that holds the research project together and integrates it as a part of a whole (ibid).
Descriptive research design is concerned with finding out who, what, where, when or how
much, (Mugenda and Mugenda, 2003). It measures the types of activities, how often, when,
where and by whom. This type of research gives no room for control over the variables. The
researcher reports objectively what had happened and tries to find out the causes of the
variables and their behavior in the study (ibid). These approaches are particularly useful in
this study in which the reward practices act as independent variables. Saunders et al (2007),
indicate that surveys form one of the most frequently utilized methods in business research
since it allows the collection of a large amount of data from a sizeable population in a highly
economic way.
Target Population
According to Cooper and Schindler (2000), a population is the total collection of elements
about which the researcher wishes to make inferences. This study considered 515 employees
of the Faith Based Health Organizations in Kakamega County.
Sample Frame
Sample frame is an objective list of the population from which the researcher can make a
selection (Denscombe, 1998). Further, Cooper and Schindler (2000) observe that a sampling
frame should be a complete and correct list of population members only. The sampling frame
for this study consisted of employees of all the registered and operating Faith Based Health
Organizations in Kakamega County, Kenya. This is illustrated in table 1 below
Table 1: Sampling Frame
Strata Population
Medical Officers 10
Clinical Officers 75
Paramedics 50
Nurses 140
Nurse Aids 80
Administrative Staff 160
Total 515
Sample And Sampling Technique
The target population of this study was the 515 employees of the Faith Based health
organizations in Kakamega County. This segment was selected as a good representation of
organizations in the health sector of Kenya. A stratified random sampling technique was
used to select 103 manageable respondents from the 515 employees working in the FB health
organizations in Kakamega County.

The employees were drawn using equal allocation from six strata based on their titles in the
Faith Based Health Organizations as follows: Medical Officers, Clinical Officers, Nurses,
Administrative staff, Nurse Aids and Paramedics. Random numbers were used to pick the
sample (see table 2). This was used in order to increase the sample’s statistical efficiency; to
provide adequate data for analyzing the various subpopulations or strata; and to enable
different research methods and procedures to be used in different strata (Cooper and
Schindler, 2003).
According to Mugenda and Mugenda (2003) a sufficient number would be 10% to 50% of
the total population, accordingly the researcher considered 20% respondents from each strata.
Therefore the number of respondents selected for this study were 103 (20%) as shown in
figure 2 below.
Table 2: Sample Size
Strata Population Sample
Medical Officers 10 2
Clinical Officers 75 15
Paramedics 50 10
Nurses 140 28
Nurse Aids 80 16
Administrative Staff 160 32
Total 515 103
Instruments
The applied instrument for this study was questionnaires. The survey questionnaire was
developed by the researcher and consisted of four sections. Section A contained general
information about the respondents’ gender, age, education, work experience in the field, and
work experience in the organization. Section B included statements to investigate the
employees’ commitment. Furthermore, this section had statements about the three types of
commitment. Section C consisted of statements that investigated satisfaction. Section D
contained statements that investigate the employees’ views on rewards.
DATA COLLECTION METHODS AND PROCEDURES
Primary and secondary data were used to obtain information in this study. Primary data were
collected using questionnaires developed by the researcher on the basis of the three research
objectives. The questionnaire was structured and the respondents were guided by the
researcher through the illustrated answers to ensure that the respondent understands the
questions asked and therefore is in position to respond appropriately. Secondary data
consisted of information gathered from human resource office of respective organizations in
understanding their reward practices.
Data collection was done at two levels; first the data was collected through questionnaires
then coded manually. The instruments were administered through personal visits to the
selected Faith Based Health Organizations. The Questionnaires were designed by the
researcher based on the research objectives. The Questionnaires were pre-tested to ascertain
the suitability of the tool before actual administration. Pre-testing was done by administering

questionnaires to 19 respondents who were selected randomly from the target population that
was not a part of the sample size. This was helpful in fine tuning the questionnaires to ensure
objectivity and efficiency of the process of data collection.
DATA ANALYSIS METHODS
This study used both the quantitative and qualitative method of data analysis, (Cooper and
Schindler, 2003). To ensure tranquil analysis, the questionnaires were coded according to
each variable of the study. This will ensured the margin of error was minimized and there
was accuracy during analysis. Quantitative analysis was applied using descriptive statistics.
According to Mugenda and Mugenda (2003) and Denscombe (1998) descriptive statistics
involve a process of transforming a mass of raw data into tables, charts, with frequency
distribution and percentages which are a vital part of making sense of the data. Data was
organized under different variables and the frequency established. Percentages and the ratios
were calculated to allow for the use of descriptive statistics. The results were then presented
in the tables.
The second level of the data analysis involves inferential statistics where correlation analysis
was used to establish the association between study variables at 99% confidence level, p-
value ± 0.01. Pearson correlation coefficients were computed to establish whether
relationships between the predetermined reward practices (independent variables) and
employee commitment (dependent variables) existed. This coefficient ranges from -1.00
(perfect negative) to +1.00 (perfect positive) where zero (0) indicates no relationship at all
(Lind et al., 2008; De Vos, et. al, 2005). Using IBM SPSS (Statistical Program for Social
Sciences) Statistics version 20, the values of the coefficients were obtained.
VALIDITY AND RELIABILITY ASSESSMENT
Validity refers to the extent to which an instrument measures what it purports to measure
while Reliability refers to a measure’s consistency in producing similar results on different
but comparable occasions (Coolican, 1999). According to Mugenda and Mugenda (1999) the
quality of the study demands that the tools or instruments used to collect data yield the type
of data that the researcher can use to accurately support the research. According to
(Golafshani, 2003), Reliability is the stability or consistency of scores over time or across
raters and validity refers to the extent to which an instrument truly measures that which it was
intended to measure or how truthful the research results are. To check and improve reliability
and validity, a pilot study was undertaken by administering the instrument to a sample of 19
respondents before use. All participants were employees of faith based organizations. A
reliability coefficient of the research instrument was assessed using Cronbach’s alpha (∝)
which was computed as follows:
K
∝= X [1-∑ (S²) ∑S²sum]
Where:
k-1

∝ = Cronbach’s alpha
k = Number of responses
∑S²sum = Variance of summed up scores
∑(S²) = Variance of individual items summed up
The Cronbach’s alpha was 0.704. The questionnaire was therefore considered reliable
because the value was greater than 0.70 (Katou, 2008).
RESEARCH FINDINGS AND DISCUSSION
General characteristics of the study sample
A total of 103 respondents were sampled. Out of the 103 employees sampled 90 responded
which is a response rate of 87.4%. Out of the 13 questionnaires from non-respondents, 8 were
partly filled and therefore were not included in the analysis. Five respondents did not respond
at all. The profile of the respondents is looked upon in terms of age, gender, educational
attainment, and length of years in the organisation and field. Table 3 below indicates
respondents’ Age, Gender and Level of Education.
Table 3: Characteristics of the study sample (Respondents’ Age, Gender and Level of
Education)
Value Label Respondents Percentage

Gender Female 45 50
Male 45 50
Total 90 100
20-25 years 5 5.6
Age 26-30 years 19 21.1
31-35 years 30 33.3
Over 36 years 36 40.00
Total 90 100.0
Bachelor's Degree 11 12.2
Education Diploma 53 58.9
level Certificate 17 18.9
Other (Specify) 9 10.0
Total 90 100.0
This shows that both male and female have interest in the health sector. It may also imply
equality of all genders before God that the faith based organizations ascribe to making equal
opportunity to be provided for both the male and female employees. In terms of age, 36
(40%) of the respondents were over 36 years of age, 30 (33.3%) of the respondents were
between 31-35 years old, 19 (21.1%) of the respondents were between 26-30 years old. Only
5 (5.6%) of the respondents were between 20-25 years old. The apparent diversity in the age
of the respondents may reflect the value health organizations attach to experience in
recruitment of employees given the sensitivity of the services they provide.
The respondents had different levels of education. Majority of the respondents 53 (58.9%)
were diploma holders. Respondents with Bachelors degree were 11 (12.2%), those with

certificate were 17 (18.9%) while 9 (10%) had qualifications below certificate level. This
may be understood to imply the high cost in terms of salaries that will have to be paid to
employees with high qualifications. Those with other qualifications may be deemed to form
part of the nurse aids and other administrative staff. Majority of the respondents 35 (38.9%)
have worked in this field for over 10 years. A total of 20 (22.2%) of respondents had been in
the field for 5 – 10 years while 30 (33.3%) had been in the field for between 1 – 5 years. Only
a paltry 5 (5.6%) respondents had been in the field for less than one year.
Majority of the respondents 34 (37.8%) have worked in the organizations where they are for
over ten years. Those who had been in the organization for 5 – 10 years were 24 (26.7%)
while those who had worked for 1- 5 years were 26 (28.9%). Only 6 (6.7%) of the
respondents had worked in their organizations for less than five years. Table 4 below
illustrates this.
Table 4: Characteristics of the study sample (Period worked in the field and in the
organization)
Item Time Period Respondents Percentage
Less than one year 5 5.6
Period worked in the field 1-5 years 30 33.3
5-10 years 20 22.2
Total 90 100.00
Period worked in the Less than one year 6 6.7
organization 1-5 years 26 28.9
5-10 years 24 26.7
Total 90 100.00
Reward Policies and Employee Commitment
Descriptive statistics in the form of arithmetic means and standard deviations for the
independent variables and dependent variables for the respondents were computed and
presented in Table 5. It shows that the mean for salary, bonus, benefits, promotion,
recognition, appreciation, job security, responsibility and learning opportunity ranged from a
low of 2.95 to a high of 4.07. The responses from the questionnaires show that salary, bonus,
benefits and employee performance were considered slightly important than other factors as
mean value is greater than 3.5. Standard deviation of recognition and job security showed that
these variables have extensive responses than its mean as their values indicated 1.28 and 1.36
respectively.
Table 5: Reward policies and employee commitment
Variables Mean Std. Deviation
Salary 4.05 0.77
Bonus 3.37 0.85
Benefits 3.66 0.89
Recognition 2.95 1.28
Job security 3.24 1.36
Employee commitment 3.99 0.65

Extrinsic Rewards and Employee Commitment

The results reported shows that salary (r=0.763, p < 0.01) has a very strong relationship with
employee commitment. It means that an increase or decrease in pay will bring corresponding
changes on employee commitment. As well as it shows bonus, benefits and promotion and
employee commitment have strong relationship which have correlation values of (r=0.569, p
< 0.01), (r=0.463, p<0.01) and (r=0.652, P<0.01) respectively (see table 6)
Table 6: Extrinsic rewards and employee commitment
Variables Pearson correlation (r) Level of significance (p)
Salary 0.763** 0.00
Bonus 0.569** 0.00
Benefits 0.463** 0.00
Promotions 0.652** 0.00
** Correlation significant at the 0.01 level (2-tailed)
Intrinsic Rewards and Employee Commitment
Table 7 shows all the correlations between the intrinsic variables included in the study. The
correlation shows a strong relationship (r=0.679, p<0.01) between recognition and employee
commitment. Meanwhile responsibility showed a weak relationship towards employee
commitment (r=0.363, p<0.01). Therefore, overall finding showed that there is a positive and
significant relationship between recognition, career advancement, learning opportunity and
employee commitment.
Table 7: Intrinsic Rewards and Employee commitment
Variables Pearson Correlation (r) Level of significance (p)
Recognition 0.679** 0.00
Career advancement 0.545** 0.00
Responsibility 0.363** 0.00
Learning opportunity 0.548** 0.00
** Correlation significant at the 0.01 level (2-tailed)
Employee Satisfaction
Respondents were asked to state how satisfied they were regarding their current job. Results
are as tabulated in table 8 below.
Table 8: Employees Level of Satisfaction with their current job
Statement Yes No
Satisfaction with present job 72% 18%
Job recommendation 78% 12%
Given a chance, I will take the same job 74% 16%
My current job is my dream job 69% 21%
From the results above, most respondents were satisfied with their present job (72%), 78%
would recommend their present job to a friend and 64% of them would take the same job if
given a chance while 69% of the respondents were of the opinion that the job they hold was
their dream job.

Respondents were also asked to write down their best estimates on the percent of time they
felt satisfied, dissatisfied, and neutral about their present job on average. Results are shown in
table 8 below. The average percent of satisfaction was the highest (62%) while neutral
percent was lowest at 41%.
Table 9: Employee estimates on the percent of time they felt satisfied, dissatisfied, or
neutral about their present job
Statement Average Percent
Satisfaction 62
Dissatisfaction 48
Neutral 41
Employee Intention to Quit Current Job
The researcher also wanted to know the respondents views on their intention to leave their
current employer. Results were captured and tabulated in table 10 below.
Table 10: Employees Intention to Quit Current job
Reason for or against quitting Yes (%) No (%)
New job search in 12 months time 36 64
Planning to quit in 12 months time 39 61
Attracted to opportunities 43 57
Available comparable jobs 31 69
Easily find an equal or better job 38 62
Loss of experience if I leave the organization 56 44
I owe the organization because of its support 60 40
Obligation to stay in the organization 70 30
From the results shown in table 9 above, a large percentage of the employees have no
intention to leave for new jobs or quit their current jobs in the organization within a year.
They were equally not attracted to other opportunities outside the organization or saw
comparable jobs they could go for and leave their current jobs. Many were also of the opinion
that they could not easily find equal or better jobs than those they have. Large percentages
believed that they owe their organization for its support and were obliged to stay with their
organization.
In this study, it is demonstrated that there is a very strong relationship between reward
practices and employee commitment. This might be explained to the fact that the more valid
and reliable reward policies are, the higher the probability of adapting new employees to
organizations, the lower the turnover is, the higher the organizational commitment will be
(DeCenzo & Robbins, 2013). From the results in table 5 above, the major policies that most
employees considered were those on salary, bonus, benefits and job security. Reward policies
would link employees’ performance level to the expected rewards. Therefore, management
should implement a “performance-contingent” reward system to predict an employee’s output
and performance commitment in the organization (Gagne´ & Deci, 2005). The equity theory
suggested that employees weigh their effort (output) with the compensation they receive. If
viewed as a fair package, employees see justice is being provided, become satisfied, and
therefore commit with a long-term relationship in the organization.

Extrinsic rewards showed a very strong relationship with employee commitment based on the
variables used to measure this aspect. Salary had the strongest relationship. This proves that
most of the employees in Faith Based Health organizations in Kakamega County highly
prefer monetary rewards irrespective of their position. Money is a measurement of
employees’ accomplishments. According to the Herzberg’s model (1959), pay is viewed
primarily as a hygiene factor which motivates employees towards the higher employee
performance and commitment to the organization. The researcher believes that money is
important to employees because it satisfies a number of their most important needs and a
highly tangible way of recognizing employee contribution and their worth. Attractive benefits
packages are viewed by employees as a sign that the organization cares and supports its
employees, resulting in the development of a strong affective commitment and the belief that
the loss of such a package would be costly. This feeling results in a greater experience of a
continuance commitment, indebted attachment to the workplace, leading in turn to a stronger
normative commitment (Meyer & Allen, 1997). This is in line with findings of other
researchers whose works revealed a positive link between benefit packages and employee
commitment (Grover &Crooker, 1995).
The relationship between intrinsic rewards and employee commitment was also found to be
positive. The results illustrated recognition to have the strongest relationship to employee
performance when compared to other intrinsic variables. Recognition is a powerful
motivation factor because it helps employees to know how well they have achieved their
objectives and whether their achievements are appreciated. Employees who are appreciated
by intrinsic rewards within the organization not only perform well according to their job
description but also get motivated positively for the welfare of organization and for them.
Employees struggle when their organization appreciate their work, reward them, respect them
and consider them as a vital part of the organization. The employees efficiently do their jobs,
behave effectively in the organization, and remain loyal to their organization. The satisfaction
employees derive from the intrinsic characteristics of their job, is important for intrinsic
motivation and emotional attachment to the organization which culminates to their
commitment.
Finally, based on the overall results it implied that there is a positive relationship between
extrinsic rewards, intrinsic rewards and employee commitment. It means that extrinsic
rewards and intrinsic rewards have significant impact on employee commitment. The more
satisfied employees are with either of the reward types under investigation, the more
committed motivated they are.
The study found out that most of the employees were satisfied with their jobs and had no
intention to quit anytime soon. A satisfied employee brings positive effect and desirable work
values leading to enhanced efficiency and productivity. Job satisfaction leads to lower
absenteeism and employee turnover and also reduces hiring costs. Therefore, job satisfaction
is seen by some people to be a function of what is expected and what is received. Thus, if one
expects little and gets little, one will be satisfied. At the same time if one expects a lot and
gets little, one will be unsatisfied.

SUMMARY, CONCLUSION AND RECOMMENDATIONS

The study utilized survey design and quantitative approaches for independent and dependent
variables. The target population was employees of faith based health organizations in
Kakamega County that serve at different levels. A manageable sample of 103 respondents
was selected using stratified random sampling technique. Employees were drawn from all
departments. Data was collected using 103 questionnaires that were distributed to the
employees of faith based health organizations. From the study, the response rate of was
87.4% and the respondents had different levels of education. The summary of study findings
are indicated below according to the objectives.
It shows that the mean for salary, bonus, benefits, promotion, recognition, appreciation, job
security, responsibility and learning opportunity ranged from a low of 2.95 to a high of 4.07.
The responses from the questionnaires show that salary, bonus, benefits and employee
performance were considered slightly important than other factors as mean value is greater
than 3.5. Standard deviation of recognition and job security showed that these variables have
extensive responses than its mean as their values indicated 1.28 and 1.36 respectively.
The results reported showed that salary (r=0.763, p < 0.01) has a very strong relationship
with employee commitment. It means that an increase or decrease in pay will bring
corresponding changes on employee commitment. As well as it shows bonus, benefits and
promotion and employee commitment have strong relationship which have correlation values
of (r=0.569, p < 0.01), (r=0.463, p<0.01) and (r=0.652, P<0.01) respectively.
The correlation shows a strong relationship (r=0.679, p<0.01) between recognition and
employee commitment. Meanwhile responsibility showed a weak relationship towards
employee commitment (r=0.363, p<0.01). Therefore, overall finding showed that there is a
positive and significant relationship between recognition, career advancement, learning
opportunity and employee commitment.
From the results above, most respondents were satisfied with their present job (72%), 78%
would recommend their present job to a friend and 64% of them would take the same job if
given a chance while 69% of the respondents were of the opinion that the job they hold was
their dream job
The average percent of satisfaction was the highest (62%) while neutral percent was lowest at
41%.
A large percentage of the employees have no intention to leave for new jobs or quit their
current jobs in the organization within a year. They were equally not attracted to other
opportunities outside the organization or saw comparable jobs they could go for and leave
their current jobs. Many were also of the opinion that they could not easily find equal or
better jobs than those they have. Large percentages believed that they owe their organization
for its support and were obliged to stay with their organization.
CONCLUSION
The main purpose of this paper was to investigate the effect of reward practices on employee
commitment. The result using a correlation model showed that, there is a strong relationship

between reward practices and employee commitment, the better the practices the more
committed employees will be to the organization. This result is consistent with other research
and findings on the relationship between practices and employees’ commitment to the
organization. The underlying philosophy therefore is the need for management to
acknowledge and openly accept that reward practices is one of the commitment-based
strategies that can be utilized to enhance organizational performance. In conclusion, reward
practices is a tool that can assist in building a more committed and productive workforce and
can lead to greater commitment and less employee turnover. Based on these findings,
effective reward practices can lead to greater employee commitment and a more stable
workforce.
RECOMMENDATIONS
The study examined the effect of reward practices on on employees commitment in faith
based health organizations in Kakamega County, Kenya. All the variables in the research
were tested and it was found out that strong relationship exists among the variables having
subjected the collected data to empirical analysis. Based upon the findings and conclusions of
this study, the researcher recommends the following:
1. Faith based health organizations should investigate options for improving the reward
practices being implemented. It is evident from this research that reward practices have an
important influence on employee commitment, and also the intent to quit of newly hired
employees. Fair compensation for work performed is an area that employers should give
more attention.
2. The organization can begin this process during the recruitment and hiring phase. This is
particularly important since employees are most satisfied with their HR experiences in their
first two years on the job, but they are also more likely to quit after the first two years.
3. Since job satisfaction is a predictor of employee intent to quit, organizations should
conduct formal assessments of their employees during the first six years of employment to
measure success in providing an employment environment that promotes job satisfaction and
organizational commitment. This may provide information useful for analyzing and
modifying reward practices that will help improve where there are deficiencies in employee
perception of job satisfaction and organizational commitment.
Acknowledgement
I am indebted to Dr. Musiega and Mr. Mwandihi both Jomo Kenyatta University of
Agriculture and Technology (JKUAT) for supervising this work. Their advice, suggestions,
comments and support during the entire period of research work were invaluable.
I am deeply grateful to the management of the Faith Based Health Organizations in
Kakamega County for allowing me to conduct my research in their organizations. In
particular, I thank the respondents for taking time to complete the questionnaires, and
providing documents for required data.
I sincerely thank my brothers for their prayers and tireless support during data collection. I
whole heartedly thank my daughters Trizah and Angel for their prayers patience, love,

support and encouragement during the research. I am sincerely and whole heartedly grateful
to my spouse for support, encouragement, patience and advice.
Above all, I thank the Almighty God for granting me good health, wisdom and guidance
during the entire period.
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Effect of Reward Practices On Employee Commitment in Faith

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ISSN: 2249-7196

IJMRR/Oct. 2015/ Volume 5/Issue 10/Article No-2/729-743

EFFECT OF REWARD PRACTICES ON EMPLOYEE COMMITMENT IN FAITH

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Fig. 1: Conceptual Framework

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Value Label Respondents Percentage

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Extrinsic Rewards and Employee Commitment

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SUMMARY, CONCLUSION AND RECOMMENDATIONS

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Republic of Kenya. Ministry of Medical Services Strategic Plan, 2008-2012, Ministry of

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