PERFORMANCE REWARD STRATEGIES AND TEACHERS’ COMMITMENT IN PUBLIC SECONDARY SCHOOLS IN TESO-NORTH SUB-COUNTY, KENYA
Abstract
The purpose of the study was to determine the extent to which performance reward strategies influence teachers’ commitment in public secondary schools in Teso-North Sub-County, Kenya. Descriptive survey research design was adopted study. The target population of the study was 1215 persons that encompassed 3 Sub- County Education officers and 1212 teachers from public secondary schools in Teso North Sub-County. Krejcie and Morgan (1970) Table was used to determine the sample size. Hence a target of 1212 persons gave a sample size of 291 persons. The study then used stratified random sampling technique to identify the respondents. Structured questionnaires and interviewing guides were the main primary data gathering tools for the study. The instruments were approved by the experts in subject area. A pilot study was used to determine the instrument's reliability, of which they yielded a correlation coefficient (r) of 0.79. This demonstrated the instrument's dependability. While qualitative data was broken down into themes as well as sub-themes and presented using quotations, quantitative data was, examined utilizing descriptive as well as inferential statistics and presented in tables.
The study found a statistically significant relationship amongst teachers' commitment as well as performance appraisal procedures, assessor feedback, objectivity, and performance reward strategies in public secondary schools. The research will help academics, decision-makers, and community people. Therefore, it can be, said that the performance evaluation system implemented by the Teachers' Service Commission increased teachers' dedication in public secondary schools.
Downloads
References
2. Agesa, P. (207). Teacher performance and the effect of performance reviews in schools. A case Teso District Secondary School Study. Research project for an MBA at Kenyatta University
3. Aghion, P., & Tirole, J. (2017. Political Economy Journal), 105(1), 1-29. Formal and Real Authority in Organizations
4. Ahmed, S. W., & Alvin, S. A. (2017). An examination of organizational commitment in a developing nation: the instance of Pakistan. 40(5):267–280 in Human Relations.
5. Akerlof, G., & Yellen, J. (2017) .The Quarterly Journal of Economics, 105, 255-83, the Fair Wage-Effort Hypothesis and Unemployment.
6. Akerlof, G. A., & Kranton, R. E. (2017) .Economic Perspectives Journal, 19(1), 9–32, "Identity and the Economics of Organizations."
7. Akerlof, G. A., & Kranton, R. E. (2017). Magazine of Economics on a Regular Basis 105 (2), 255-83, "Economics and Identity."
8. Angelo, S., & Robert, D. (2014) .Review of management and organization, 2:2, pp. 253-277, 1740–8776
9. Armstrong, M. (2017). Implementation of a human resource management strategy, Koran publishers in London.
10. Armstrong, M. (2014). A manual for managing human resources (10th ED). London's Kogan Page Ltd.
11. Barker.F, H.et., al (2012) .Performance Management at Its Best Techniques for Your Organization. London-based Hay Group
12. Berne, E. (2014). People engage in gaming. New York: Grove Press
13. Boswell, W.R., & Boudreau, J.W. (2012). Distinguishing the objectives of performance evaluation for development and evaluation. 16,391-412 Review of Business and Psychology
14. Boudreau, J. W., & W. R. Boswell. (2013).A managerial choice, "Line of Sight”: How Strategic Results Are Formulated, Measured, and Achieved by Leading Companies, pg. 39, 851–59
15. .
16. Brinkerhoff, D., & Kanter, R. (2015). Evaluating the effectiveness of performances evaluation. 21 (3), 3-16; Sloan Management Review.
17. Brown, S. P., & Peterson, R. A. (2013) .Assessment of causal effects and meta-analysis of the causes and effects of salesperson work satisfaction. 30(1), 63–77; Journal of Marketing Research. http://dx.doi.org/10.2307/3172514
18. Coens, T., & Jenkins, M. (2012). Eliminating performance reviews. Berkeley, California: Berrett-Koehler.
19. Cole, G.A. (2017).Management of people in organizations. Page for Kogan: London
20. Covey, S. (2017). Principle-driven management. Free Press, New York.
21. Csikszent, M.M. (2017). The study of optimal experience, also known as "flow." New York: Harper Perennial.
22. Deci, E.L., & Ryan, R.M. (2015) .Self-determination and intrinsic motivation in human conduct. Presses Plenum, New York.
23. Deming, W.E. (2017). Through the Crisis. M.I.T. The Formulation, Measuring, and Achieving of Strategic Results by Leading Companies, Cambridge, Massachusetts
24. Denisi, A. S., & Kluger, A. N. (2017). Can 360-degree assessments be, made more successful in providing feedback? Executive Management Academy 14, 129–39.
25. Gregory, H.D., & Cardy, L. (2014). Evaluation of performance: Alternative perspectives Cincinnati, Southwestern.
26. Hacket (2017) London's use of management staff has been successful. Quick-run press
27. Morrow, P. (2013). The concept of labor commitment and its evaluation. Greenwich: JAL for CT.
28. Mugenda, O.M and Mugenda. (2013). Quantitative and qualitative research methods (Revised Ed). African Center for Technology Studies in Nairobi (ACTS)
29. Nkono, M. Stella. (2017). Cases, exercises, and skill-building applications for human resource management .London.
30. Raggl. & Truman, G. (2018). Vol. 16 No. 1, Pedagogy, Culture & Society, pp. 85-99"Primary teacher dedication and the pleasures of teaching."
31. Raju, P. M., & Srivastava, R. C. (2019). Factors affecting a teacher's dedication to the job. 8(5), 713, Journal of Educational Management International.
32. Range, B. S., Scherz, & Holt.C. (2011) .Evaluation and Supervision: From the Viewpoint of Wyoming. 23:243-265 Assessing, Evaluating, and Holding Accountable for Education
33. Rezghi, R.T. (2012). Systems for evaluating performance, Tadbir Publication No. 114.
34. Roberts, G. E. (2012) .Participating in the employee performance appraisal system is a successful strategy. 31, 333-342 of Public Personnel Management.
35. Rop ,W. C. N. (2017) .An investigation at the difficulties high school teachers in Kenya who are evaluated by the Teachers Service Commission face. Research project for an MBA at Kenyatta University.
36. Roslender, R,Kahn, H., & Stevenson, J. (2019) .An analysis of current thinking and practice on workforce health as a crucial organizational asset. 21 Haymarket Yards, CAHouse the Institute of Chartered Accountants of Scotland is located in Edinburgh, UK.
37. Scott, M. F., & Finch. E (2015) .School management evaluation that is effective. Nairobi, Kenya: Longhorn Publishers.
38. Seifert, C. F., Yukl, G. & McDonald, R. A. (2013) .How managers influence subordinate behavior: The effects of multisource feedback and a feedback facilitator. 88, 561-69, Journal of Applied Psychology.
39. Snell & Batemann. (2019).Creating a modest edge. Human resource management, McGraw Hill Beard Well Ian et al., Boston: Pitman, London.
40.Stephan, J., Carroll. & Craig E. Schneider. (2012). Systems for reviewing and evaluating performance: identifying, measuring, and improving performance in organizations Scott, Foreman, Glenview, Illinois.
41.Tornero, B., & Taut, S. (2012). National Teacher Evaluation System: Perceptions and Attributions of Teachers Who Actively Refuse to Participate, a Mandatory, High-Stakes System. 36, pp. 132-142 in Studies in Educational Evaluation. The information was retrieved from http://ezpolson.nmu.edu:5020/science/article/pii/S0191491X11000058
42.Tyler, J., & Taylor, E.(2012) .Does the evaluation of teachers improve instruction? evidence that mid-career teachers are consistently growing in their effectiveness.
43. Wesson, M.J., Colquitt, J.A., Conlon, D.E., & Porter, C.O.L.H. (2013) .A meta-analytic review of 25 years of organizational justice research on justice at the millennium. 425–445 in Journal of Applied Psychology, 863.
Copyright (c) 2023 IJRDO-Journal of Applied Science
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Author(s) and co-author(s) jointly and severally represent and warrant that the Article is original with the author(s) and does not infringe any copyright or violate any other right of any third parties, and that the Article has not been published elsewhere. Author(s) agree to the terms that the IJRDO Journal will have the full right to remove the published article on any misconduct found in the published article.
