INFLUENCE OF NON FINANCIAL REWARDS ON EMPLOYEE COMMITMENT AT KENYA TEA DEVELOPMENT AGENCY

Abstract

The study aimed to investigate the influence of non financial rewards on employee \ncommitment at Kenya Tea Development Agency. The research design adopted was \ndescriptive survey design. This consisted of all the employees of Kenya Tea \nDevelopment Agency who were based at the agency headquarters. The population of \ninterest was 294. The researcher used stratified sampling because of ease of classifying \nthe population into strata‟s. The sample comprised of 30% from each strata of the target \npopulation hence sampled to 90. The study used primary data that is collected through \nself-administered questionnaires containing both open ended and closed questions. The \ndata collected was analyzed using descriptive statistics. Data was analyzed using \nstatistical package for social sciences based on the questionnaires. Results were presented \nin tables and charts. The study found that the employees agreed that they were provided \nwith medical treatment to a moderate extent. The study found that, career advancement \nwould improve their job to a great extent. The study also found that, the organization \nreleased employees from regular work to attend training and even sponsored employees \nwhere possible to a great extent .The study also found that, they were being praised and \nrecognized in public for good work to a great extent. The study concludes that career \ndevelopment, development opportunities offered and employee recognition are the tools \nthat management can use to motivate employees in order for them to perform effectively \nand efficiently. The study also concludes that employees of KTDA place great value on \ndifferent rewards given to them and this promoted their level of commitment. It is \ntherefore concluded that workers place great value on the different non- financial rewards given to them by their employers. The results of this investigation could be of benefit to \nmanagers and policy makers. The study recommends that since career development \ninfluenced employees‟ commitment, organizations would be interested in providing \nopportunities for career development. Institutions such as KTDA have an increasingly \ncompetitive operating environment, so by revising their non-monetary reward policies it \nmay lead to a positive influence on employee commitment; this will in turn improve \nretention and performance

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