Rewards and Employee Performance in Government Agencies: Evidence from Kampala Capital City Authority (KCCA), Uganda
Open accessAbstract
Despite continued reforms in Uganda’s public service compensation framework, limited empirical evidence exists on how specific reward components shape employee performance in local government agencies. This study examined the relationship between rewards and employee performance at Kampala Capital City Authority (KCCA), with attention to compensation, performance recognition, career development opportunities, and fringe benefits. Guided by Herzberg’s Two Factor Theory and Maslow’s Hierarchy of Needs, the study adopted a mixed methods descriptive survey design. A sample of 85 employees was drawn from a population of 108 using Yamane’s formula at a 5% level of precision, with stratified and purposive sampling used to ensure representation across departments. Data were collected through structured questionnaires and interviews. Rewards were measured through compensation, recognition, career development, and fringe benefits, while employee performance was assessed using indicators such as service quality, task completion, teamwork, dependability, and creativity. Descriptive statistics, correlation analysis, and multiple linear regression were used to analyse the data. The findings showed that all reward dimensions were positively associated with employee performance. Fringe benefits emerged as the strongest predictor, followed by career development opportunities, compensation, and performance recognition. The model was statistically significant, although the findings should be interpreted with caution because the study was limited to one agency and a relatively small sample. The study concludes that both monetary and non monetary rewards matter, but a balanced reward system that strengthens employee welfare, growth, and recognition is more likely to improve performance in public institutions. Policy makers and managers in government agencies should therefore design integrated reward frameworks that combine fair compensation with career support, recognition, and benefits in order to improve motivation, retention, and service delivery.
Integrity signals
Registry
Cites
Statistics
Claims the paper makes
9 of 25 cited sources checked · 3 supported · 0 flagged · accuracy not yet measured
- Premisecitation
Employees in East Africa vary in their responses to reward structure depending on institutional context, individual preference, and quality of implementation.
“Employees in East Africa vary with their responses to reward structure in three contexts; institutional, depending on the individual preference, and performance of the quality of implementation.”
Quote in the paperNot a substantial claim2 of 2 sources checked- cites Katabalo & Mwita, 2024 source
The Abstract (page unavailable) reports a positive association between compensation and outcomes among employees of one Tanzanian public organisation. It does not address whether employees across East Africa respond differently to reward structures according to institutional context, individual preference, or implementation quality. Searches for those factors returned no relevant passage in our copy. (LLM, conf=0.74)
Experimental — accuracy not yet measured - cites Manzoor et al., 2021 source
The Introduction (page unavailable) discusses reward preferences among Pakistani SME employees and says an efficient reward system can motivate employees whereas an inefficient one can demotivate them. It does not establish that employees in East Africa vary in their responses according to institutional context, individual preference, and implementation quality. (LLM, conf=0.78)
Experimental — accuracy not yet measured
- Premisecitation
Employees are likely to show greater commitment, effort, and performance when they feel that the rewards are fair and meaningful.
“Employees are likely to show greater commitment, effort, and performance when they feel that the rewards are fair and meaningful (Manzoor et al., 2021).”
Quote in the paperSubstantial claim1 of 1 sources checked- cites Manzoor et al., 2021 source
The Introduction says an efficient reward system can motivate employees and that intrinsic rewards can improve performance; it also links an inefficient system to lack of commitment. It does not establish that employees’ perceptions of rewards as fair and meaningful lead to greater commitment, effort, and performance. The indexed passages have no page numbers. (LLM, conf=0.84)
Experimental — accuracy not yet measured
- Premisecitation
Individuals are motivated by a hierarchy of needs ranging from basic physiological and safety needs to esteem and self-actualisation needs.
“Maslow's theory explains that individuals are motivated by a hierarchy of needs ranging from basic physiological and safety needs to esteem and self actualisation needs (Maslow, 1943).”
Quote in the paperSubstantial claim1 of 1 sources checked- cites Maslow, 1943 source
- Findingown data
Fringe benefits emerged as the strongest predictor of employee performance (β = 0.724, t = 2.782, p = 0.007).
“while fringe benefits emerged as the strongest predictor of employee performance (β = 0.724, t = 2.782, p = 0.007).”
Quote in the paperSubstantial claim - Findingown data
Fringe benefits had a strong positive and significant relationship with employee performance at KCCA (r = 0.749, p = 0.002).
“Fringe benefits had the strongest positive association with employee performance (r = 0.749, p = 0.002).”
Quote in the paperSubstantial claim
- Findingown data
The four reward dimensions together explained 27.4% of the variation in employee performance (adjusted R square = 0.274).
“The regression model produced an R value of 0.555 and an adjusted R square of 0.274, indicating that the four reward dimensions explained 27.4% of the variation in employee performance.”
Quote in the paperSubstantial claim - Findingown data
Performance recognition had a weak positive and significant relationship with employee performance at KCCA (r = 0.309, p = 0.004).
“Performance recognition showed a weaker but still significant positive relationship (r = 0.309, p = 0.004).”
Quote in the paperSubstantial claim - Findingown data
Career development opportunities had a moderate positive and significant relationship with employee performance at KCCA (r = 0.539, p = 0.002).
“Career development opportunities were also positively related to employee performance (r = 0.539, p = 0.002).”
Quote in the paperSubstantial claim - Findingown data
Compensation had a moderate positive and significant relationship with employee performance at KCCA (r = 0.539, p = 0.002).
“Compensation had a moderate positive relationship with employee performance (r = 0.539, p = 0.002).”
Quote in the paperSubstantial claim - Findingown data
Performance recognition had a statistically significant positive effect on employee performance (β = 0.168, t = 2.212, p = 0.032).
“Performance recognition also had a statistically significant positive effect (β = 0.168, t = 2.212, p = 0.032).”
Quote in the paperSubstantial claim - Findingown data
Holding other factors constant, compensation significantly predicted employee performance (β = 0.341, t = 2.179, p = 0.048).
“Holding other factors constant, compensation significantly predicted employee performance (β = 0.341, t = 2.179, p = 0.048).”
Quote in the paperSubstantial claim - Findingown data
Career development opportunities were a stronger predictor of employee performance (β = 0.388, t = 2.821, p = 0.006).
“Career development opportunities were a stronger predictor (β = 0.388, t = 2.821, p = 0.006)”
Quote in the paperSubstantial claim - Interpretationown data
Although compensation matters, broader reward practices such as benefits and development opportunities may have a stronger influence on performance in this public sector setting.
“These findings suggest that although compensation matters, broader reward practices such as benefits and development opportunities may have a stronger influence on performance in this public sector setting.”
Quote in the paperSubstantial claim - Interpretationreasoning
A balanced reward system that strengthens employee welfare, growth, and recognition is more likely to improve performance in public institutions.
“but a balanced reward system that strengthens employee welfare, growth, and recognition is more likely to improve performance in public institutions.”
Quote in the paperSubstantial claim - Interpretationown data
Improvements in both monetary and non-monetary rewards are associated with better employee performance at KCCA.
“Taken together, these results suggest that improvements in both monetary and non monetary rewards are associated with better employee performance at KCCA.”
Quote in the paperSubstantial claim - Study design and conductcitation
The sample size of 85 was determined from a population of 108 using Yamane's formula at a 5% level of precision.
“Using Yamane's formula, the sample size was calculated as n = N / [1 + N(e²)] = 108 / [1 + 108(0.05²)]≈ 85 respondents.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Yamane's (1973)
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Premisecitation
Financial incentives can increase employee enthusiasm and effort.
“Financial incentives can increase employee enthusiasm and effort”
Quote in the paperSubstantial claim0 of 2 sources checked- cites Manjenje & Muhanga, 2021
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- cites Moonlight, 2020
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Interpretationreasoning
The study's findings have limited generalisability due to a relatively small sample and focus on one institution.
“Although the sample was adequate for the stated design and population size, the relatively small number of respondents and focus on one institution limit the broader generalisability of the findings.”
Quote in the paperNot a substantial claim
- Classified as probably not a substantial claim. 13
- May combine two claims. 12
Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.
PremisecitationReward systems play a key role in motivating employees and running an organisation.
“In both government and non-governmental establishments, reward systems play a key role in motivating employees and running an organisation.”
Quote in the paperNot a substantial claim1 of 2 sources checked- cites Emrić, 2024
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- cites Khairy et al., 2023 source
Section 2.1 says contingent rewards motivate employees and help leaders maintain stability and established procedures; Section 7 describes rewards as a way to encourage organisational agility. The paper concerns tourism and hospitality businesses, so it does not establish the claim across both government and non-government establishments. Page numbers were not supplied. (LLM, conf=0.84)
Experimental — accuracy not yet measured
Probably not a substantial claim: may not pass S3 (load-bearing).
PremisecitationUganda has seen reforms by the Ministry of Public Service to enhance service delivery by re-organizing compensation, retention efforts and expanded public service reform.
“Uganda has seen reforms by the Ministry of Public Service to enhance service delivery by re-organizing compensation, retention efforts and expanded public service reform (Olum et al., 2024).”
Quote in the paperNot a substantial claim1 of 1 sources checked- cites Olum et al., 2024 source
May combine two claims.
PremisecitationCarefully designed incentive programmes can strengthen employee engagement and improve organisational performance when they are aligned with institutional goals.
“Even so, evidence suggests that carefully designed incentive programmes can strengthen employee engagement and improve organisational performance when they are aligned with institutional goals (Ihemereze et al., 2023).”
Quote in the paperSubstantial claim1 of 1 sources checked- cites Ihemereze et al., 2023 source
Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.
PremisecitationSome employees are more highly influenced by extrinsic rewards, and others are more influenced by intrinsic rewards like appreciation and recognition.
“Others are more highly influenced by extrinsic rewards, and others are more influenced by intrinsic rewards like appreciation and recognition (Katabalo & Mwita, 2024;Manzoor et al., 2021).”
Quote in the paperNot a substantial claim2 of 2 sources checked- cites Katabalo & Mwita, 2024 source
The Abstract (page unavailable) reports that compensation positively influenced job satisfaction and performance, but does not compare employees’ responses to extrinsic and intrinsic rewards. Searches for “appreciation recognition” and “intrinsic extrinsic” returned no passage in our copy addressing differing reward preferences. (LLM, conf=0.72)
Experimental — accuracy not yet measured - cites Manzoor et al., 2021 source
The Discussion (page not provided) says many people respond to monetary rewards and that both intrinsic and extrinsic rewards can motivate workers. The Introduction and Literature Review (pages not provided) identify appreciation and recognition as intrinsic rewards. The paper does not establish that some employees are more influenced by extrinsic rewards while others are more influenced by intrinsic rewards. (LLM, conf=0.83)
Experimental — accuracy not yet measured
May combine two claims.
Findingown dataAmong the four reward dimensions, fringe benefits had the strongest positive effect on employee performance, followed by career development opportunities, compensation, and performance recognition.
“Fringe benefits emerged as the strongest predictor, followed by career development opportunities, compensation, and performance recognition.”
Quote in the paperSubstantial claimMay combine two claims.
Findingown dataAll four reward dimensions (compensation, performance recognition, career development opportunities, and fringe benefits) were positively and significantly associated with employee performance at KCCA.
“The findings indicate that all four reward dimensions were positively and significantly associated with employee performance.”
Quote in the paperSubstantial claimMay combine two claims.
Interpretationown dataReward-related factors made a meaningful contribution to employee performance, although a substantial proportion of variation remained attributable to other factors not included in the model.
“This means that reward related factors made a meaningful contribution to employee performance, although a substantial proportion of variation remained attributable to other factors not included in the model.”
Quote in the paperSubstantial claimMay combine two claims.
Interpretationown dataBoth monetary and non-monetary rewards matter for employee performance in public institutions.
“The study concludes that both monetary and non monetary rewards matter”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
PremisecitationIn public sector organisations, employee performance is often restricted due to bureaucratic procedures, deficiency in resources, and employee motivation.
“It is particularly significant in organisations in the public sector because in many cases the performance of employees is restricted due to the bureaucratic procedures, deficiency in resources, and employee motivation (Berman et al., 2021).”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Berman et al., 2021
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Probably not a substantial claim: may not pass S3 (load-bearing).
Study design and conductreasoningStratified sampling was used to draw respondents from different departments to improve representation.
“Stratified sampling was used to draw respondents from different departments in order to improve representation”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
PremisecitationMonetary rewards such as wage increases and bonuses meet extrinsic needs.
“Extrinsic needs are met through monetary rewards: wage increases and bonuses”
Quote in the paperNot a substantial claim0 of 2 sources checked- cites Ayi, 2023
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- cites Mohammad and Mohammad, 2023
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Classified as probably not a substantial claim.
InterpretationreasoningOrganisations are more likely to realise sustained performance when they combine financial and non-financial rewards in a balanced way.
“The implication is that organisations are more likely to realise sustained performance when they combine financial and non financial rewards in a balanced way.”
Quote in the paperSubstantial claimClassified as probably not a substantial claim.
Study design and conductreasoningThe study used a concurrent triangulation mixed methods design to collect and interpret numerical and non-numerical evidence together.
“A concurrent triangulation strategy was used so that numerical and non numerical evidence could be collected within the same study and interpreted together.”
Quote in the paperSubstantial claimClassified as probably not a substantial claim.
PremisecitationRecent studies consistently report a positive relationship between reward systems and employee performance.
“Recent studies consistently report a positive relationship between reward systems and employee performance.”
Quote in the paperSubstantial claim0 of 2 sources checked- cites Manjenje & Muhanga, 2021
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- cites Moonlight, 2020
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
May combine two claims.
PremisecitationRecognition, promotion opportunities, increased responsibility, and personal development reinforce intrinsic motivation.
“whereas intrinsic motivation is reinforced through recognition, promotion opportunities, increased responsibility, and personal development (Ayi, 2023;Mohammad and Mohammad, 2023).”
Quote in the paperNot a substantial claim0 of 2 sources checked- cites Ayi, 2023
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- cites Mohammad and Mohammad, 2023
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
May combine two claims.
PremisecitationNon-financial rewards such as recognition and development opportunities improve satisfaction and longer-term commitment.
“while non financial rewards such as recognition and development opportunities improve satisfaction and longer term commitment (Manjenje & Muhanga, 2021; Moonlight, 2020).”
Quote in the paperSubstantial claim0 of 2 sources checked- cites Manjenje & Muhanga, 2021
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- cites Moonlight, 2020
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
May combine two claims.
PremisecitationReward systems can enhance engagement and performance.
“It has been demonstrated that reward systems can enhance engagement and performance”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Hilton et al., 2021 source
Classified as probably not a substantial claim. May combine two claims.
PremisecitationMotivators such as recognition, achievement, and advancement promote satisfaction and performance.
“while recognition, achievement, and advancement promote satisfaction and performance (Dunnette & Herzberg, 1967).”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Dunnette & Herzberg, 1967 source
Classified as probably not a substantial claim.
PremisecitationHygiene factors such as pay and working conditions prevent dissatisfaction.
“Herzberg distinguishes between hygiene factors and motivators, arguing that factors such as pay and working conditions prevent dissatisfaction”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Dunnette & Herzberg, 1967 source
Probably not a substantial claim: may not pass S3 (load-bearing).
Study design and conductnone givenPurposive sampling was used to select participants with relevant knowledge for the qualitative component.
“while purposive sampling was used to select participants with relevant knowledge for the qualitative component.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable). May combine two claims.
InterpretationreasoningIntegrated reward policies that combine fair compensation with recognition, employee development, and welfare benefits are likely to strengthen motivation, improve retention, and support better service delivery in public institutions.
“Such policies are likely to strengthen motivation, improve retention, and support better service delivery.”
Quote in the paperNot a substantial claim
The paper relies on this without support.
In government agencies, the design and implementation of reward systems are often complicated by bureaucratic processes, regulatory constraints, and limited budgets.
“In government agencies, the design and implementation of reward systems are often complicated by bureaucratic processes, regulatory constraints, and limited budgets.”
The paper relies on this without support.
One of the most important issues employers in Uganda face is finding reward practices that satisfy employee needs and are financially viable.
“One of the most important issues that employers have to cope with in Uganda is to find the reward practices that would satisfy the needs of employees and be financially viable.”
The paper relies on this without support.
KCCA has implemented a list of reward practices aimed at enhancing the performance of its employees.
“Kampala Capital City Authority as an important administrative body in charge of overseeing the capital city of Uganda has implemented a list of reward practices aimed at enhancing the performance of its employees.”
The paper relies on this without support.
KCCA works in an environment with staff retention issues, greater competition for talent, stricter regulation, and accelerating technological change.
“Nevertheless, Kampala Capital City Authority has to work in the environment with the following characteristics: the issues with staff retention, a greater number of competitors with their talent, a stricter regulation, and the acceleration of the technological change.”
The paper relies on this without support.
Limited research has been done on the efficacy of total reward systems in influencing employee performance in KCCA.
“Past research has pointed to the fact that monetary and non-monetary rewards may in turn influence employee outcomes but limited research has been done on the efficacy of total reward systems in influencing employee performance in KCCA.”
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
Each contradiction between two passages listed here was confirmed by an independent check.
Overall regression fit is weaker than a reported individual correlation
MajorWith the same outcome and observations, a multiple regression that includes fringe benefits cannot have an R value below the absolute correlation between fringe benefits and performance. The reported overall R is 0.555, below the fringe-benefits correlation of 0.749; at least one result is inconsistent.
“Fringe benefits had the strongest positive association with employee performance (r = 0.749, p = 0.002).”
“The regression model produced an R value of 0.555 and an adjusted R square of 0.274”
Compensation regression p-value does not match its t statistic
MinorUsing the reported 80 residual degrees of freedom, a two-sided test for t = 2.179 gives p approximately 0.032, not 0.048. This does not change significance at the 0.05 level.
“compensation significantly predicted employee performance (β = 0.341, t = 2.179, p = 0.048).”
“| Residual | 4787.993 | 80 | 59.850 | | |”
Two correlation p-values do not match the stated sample size
MinorFor 85 respondents, two-sided Pearson tests for r = 0.539 and r = 0.749 give p-values far below 0.002. Both correlations are still significant, but their reported p-values are inconsistent with the stated sample size.
“Compensation had a moderate positive relationship with employee performance (r = 0.539, p = 0.002).Performance recognition showed a weaker but still significant positive relationship (r = 0.309, p = 0.004).Career development opportunities were also positively related to employee performance (r = 0.539, p = 0.002).Fringe benefits had the strongest positive association with employee performance (r = 0.749, p = 0.002).”
“A sample of 85 employees was drawn from a population of 108 using Yamane's formula at a 5% level of precision”
Cites
The publisher hasn’t deposited this paper’s reference list.
Research works printed but not linked: 6
- [2]2. Ayi, T. D. (2023). The Relationship between Reward Management Practices and Employees' Behavior. International Journal of Multidisciplinary Studies and Innovative Research, 11(5), 1727.
- [3]3. Berman, E. M., Bowman, J. S., West, J. P., & Wart, M. R. V. (2021). Human resource management in public service: Paradoxes, processes, and problems. Cq Press.
- [13]13. Kavale, S. (2017). Correlation analysis with example. Global Journal of Science Frontier Research, 17(1).
- [15]15. Manjenje, M., & Muhanga, M. (2021). Financial and non-financial incentives best practices in work organisations: a critical review of literature.
- [18]18. Mohammad, S. S., & Mohammad, M. J. (2023). Impact of Monetary and Non-monetary Rewards on Employee Performance. Journal of Law and Social Sciences-University of Turbat, 1(2), 54.
- [20]20. Mugenda, O. M., & Mugenda, A. G. (2013). Research Methods Quantitative and Qualitative Approaches. Acts Press.
- Authors
- Okelloa, O. K., Alochere, D. B. J., & Norman, N.
- Affiliations
- Kampala International University (UG)
- Lecturer, Kampala International University, Kampala
- Venue
- International Journal of Research and Innovation in Applied Science
- Publisher
- RSIS International
- Published
- 2026
- Volume
- 11
- Issue
- 4
- Pages
- 1081-1088
- ISSN
- 2454-6194 (ISSN-L)
- OpenAlex
- W7160842994
- Cited by
- 0
- References
- 0
- FWCI
- 0.00
- Type
- journal article
- Open access
- bronze
- doi.org
- Locations
- International Journal of Research and Innovation in Applied Science (publishedVersion)
- Topics
- Social Sciences › Anthropology › Global and Cross-Cultural Management
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Performance Evaluation
- Keywords
- employee incentives, employee performance, public sector compensation, employee benefits, performance recognition, career development, Herzberg's two-factor theory, Maslow's hierarchy of needs
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