EFFECTS OF REWARD AND COMPENSATION PRACTICES ON EMPLOYEE PERFORMANCE OF THE JUDICIAL SERVICE COMMISSION OF KENYA
Abstract
Human capital, according to many human resource authors, is a company's most valuable asset. Despite human beings’ complexity, which includes their personality, character, and ability to achieve goals, each individual is unique in every manner. People are always in demand, yet unlike money, they cannot be replaced by technology or moved around. It's worth noting that the Human Resource Planning process reflects the government's goals of enhancing residents’ lives and establishing strong, connected, and sustainable communities. Staff performance that is planned is supposed to improve operational efficiency, which leads to improved customer service. The specific aims were to establish the effect of reward and compensation practices on employee performance of the Judicial Service Commission of Kenya. Resource-based view theory, goal-setting theory, as well as the theory on human capital were all used to guide the research. Significantly, a descriptive survey design was applied in this research. The research’s target populace included 528 personnel from the Judicial Service Commission at all three levels of management. Ostensibly, Stratified proportionate random sampling was used to determine a sample size of 228 respondents. Additionally, data was acquired from primary and secondary sources, with primary data coming from a semi-structured questionnaire and secondary data coming from official documents and Judicial Service Commission reports. The Judicial Service Commission will benefit from the outcomes of this investigation. The findings can be used by researchers and academics to assist determine government policy.
Key Words: Reward, Compensation and Performance
CITATION: Kipkoech, G. K., Njoroge, J. G. (2022). Effects of reward and compensation practices on employee performance of the judicial service commission of Kenya. The Strategic Journal of Business & Change Management, 9 (4), 801 – 810.
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DOI: http://dx.doi.org/10.61426/sjbcm.v9i4.2452
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