Effect of reward system among health care workers performance: a case study of university of Calabar teaching hospital Calabar, Nigeria

James, Oyira Emilia; Ella, Regina Etita; S.E, Nkamare; Lukpata, Felicia Ekwok; Uwa, Sylvia Lazarus; Mbum, Partric Awok

doi:10.5430/jha.v4n3p45

Cited by 13 publications

(5 citation statements)

References 16 publications

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“…A similar study among HWs in Lagos, Nigeria indicated the existence of a positive relationship between reward system and employee job performance, most especially where agreement reached with the workers' union on salary and incentives were implemented (Abosede & Adekunle, 2012). Nevertheless, contradicting findings were made in Calabar Teaching Hospital where it was revealed that monetary rewards had a positive impact on employees' performance while non-monetary rewards had a negative effect on employees' performance (James et al, 2015). Based on the findings from this study, the reward intervention undertaken by the Narok County health management has a role in motivating the health workforce, thus leading to improved healthcare system performance even though its application among the HWs is at a very low scale.…”

Section: Discussionmentioning

confidence: 44%

Strengthening Strategic Reward Framework in Health Systems: A Survey of Narok County, Kenya

Momanyi¹,

Adoyo²,

Mwangi³

et al. 2016

GJHS

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Background: Rewards are used to strengthen good behavior among employees based on the general assumption that rewards motivate staff to improve organizational productivity. However, the extent to which rewards influence motivation among health workers (HWs) has limited information that is useful to human resources (HRs) instruments. This study assessed the influence of rewards on motivation among HWs in Narok County, Kenya.Methods: This was a cross-sectional study done in two sub-counties of Narok County. Data on the rewards availability, rewards perceptions and influence of rewards on performance, as well as motivation level of the HWs, was collected using a self-administered questionnaire with HWs. SPSS version 21 was used to analyze descriptive statistics, and factor analysis and multivariate regression using Eigen vectors was used to assess the relationship between the reward intervention and HWs' motivation.Results: A majority of HWs 175 (73.8%) had not received a reward for good performance. Only 3 (4.8%) of the respondents who received rewards were not motivated by the reward they received. Overall, reward significantly predicted general motivation (p-value = 0.009). Conclusion:In Narok County, the HR's instruments have not utilized the reward system known to motivate employees. In the study area, hard work was not acknowledged and rewarded accordingly. In addition, there were not sufficient opportunities for promotion in the county. An increased level of reward has the potential to motivate HWs to perform better. Therefore, providing rewards to employees to increase motivation is a strategy that the Narok County health system and its HR management should utilize.

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Section: Discussionmentioning

confidence: 44%

Strengthening Strategic Reward Framework in Health Systems: A Survey of Narok County, Kenya

Momanyi¹,

Adoyo²,

Mwangi³

et al. 2016

GJHS

View full text Add to dashboard Cite

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“…There are other ways to reward employees beyond financial compensation. Some of these include recognition and praise from their superiors, providing opportunities for their development, and taking on meaningful projects [19,20].…”

Section: Discussionmentioning

confidence: 99%

Occupational Stress Levels among Radiologists and Radiographers in Hungary during the COVID-19 Era

Sipos,

Kövesdi,

Raposa

et al. 2024

Healthcare

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The COVID-19 pandemic has heightened stress levels, potentially affecting the occupational wellbeing of radiographers and radiologists. Our study aimed to assess occupational stress levels within the radiology department and identify contributing factors. A cross-sectional survey was conducted between September and November 2022, with participants comprising radiographers and radiologists affiliated with the Hungarian Society of Radiographers and the Hungarian Society of Radiologists. The online survey collected socio-demographic and COVID-19 data, and the participants completed an effort–reward imbalance questionnaire. The analysis of 406 responses revealed significantly higher effort–reward imbalance (ERI) levels among the radiologists compared to the radiographers (p < 0.05). The healthcare professionals with over 30 years of experience exhibited significantly lower ERI levels than those with 1–9 years, 10–19 years, or 20–29 years of experience (p < 0.05). Additionally, the individuals aged 31–40 demonstrated higher ERI levels compared to their counterparts aged 19–30, 41–50, and over 51 (p < 0.05). The respondents cohabiting with a spouse/partner reported significantly higher stress levels than their single colleagues (p < 0.05), while the dog owners exhibited significantly lower ERI levels (p < 0.05). Elevated occupational stress highlights specific groups requiring targeted interventions to reduce stress and mitigate burnout among radiologists and radiographers.

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“…A survey by James et al, (2015) on the reward system framework on healthcare professional productivity in Nigeria utilized a blending technique approach. The review population includes 277 workers.…”

Section: Empirical Review Employee Motivation and Organisational Perf...mentioning

confidence: 99%

Nexus Between Employee Motivation and Performance of Level Four Government Hospitals in Kenya: Moderating Effect of Stakeholder Engagement

2024

JHRL

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This study sought to examine the relationship between employee motivation and performance of Level Four Government hospitals in Kenya. The study was guided by Two Factor Theory, Resource Based View and Stakeholder Theory. The paper reviews literature on adoption of stakeholder engagement in the relationship between employee motivation and performance of hospitals. This paper adopted positivism view with the aim of predicting and generalizing about the moderating role of stakeholder engagement on the relationship between employee motivation and performance of Level 4 hospitals in Kenya. This study employed a sequential explanatory design. The adopted design enabled for triangulation of quantitative results and qualitative findings. The paper targeted 104 Level Four government hospitals. The study used primary data. Primary data was obtained from the selected respondents using structured questionnaires. Descriptive analysis was used to analyze quantitative data through tabulations, percentages and measure of central tendency. The study results indicated that a unit increase in employee engagement raises the performance of Level Four government hospitals by 0.804. The study findings also indicated an enhancing type of moderation since the R square increased from 72.7% to 80.2% and 86.1% after the interaction term. The paper recommends that new regulations be developed to ensure that stakeholders are involved in decision-making and that programmes are linked to stakeholders in order to improve the Performance of Level Four government hospitals. The study also recommends that Level Four government hospitals' top management create policies that forbid friendships, conversations, employee interactions, and the exchanging of ideas. The workplace should be enjoyable and provide possibilities for open communication, brainstorming, and discussion.

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Effect of reward system among health care workers performance: a case study of university of Calabar teaching hospital Calabar, Nigeria

Cited by 13 publications

References 16 publications

Strengthening Strategic Reward Framework in Health Systems: A Survey of Narok County, Kenya

Strengthening Strategic Reward Framework in Health Systems: A Survey of Narok County, Kenya

Occupational Stress Levels among Radiologists and Radiographers in Hungary during the COVID-19 Era

Nexus Between Employee Motivation and Performance of Level Four Government Hospitals in Kenya: Moderating Effect of Stakeholder Engagement

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