Relationship between reward management systems and staff performance at Uganda Prisons Service Headquarters, Parliamentary Avenue, Kampala

Abstract

The study was conducted to examine the relationship between reward management systems and staff performance at Uganda Prisons Service Headquarters, Parliamentary Avenue, Kampala, specifically; to establish the types of rewards currently in existence at the Uganda Prisons Service Headquarters, to determine the extent to which the rewards systems in place influence staff performance at the Uganda Prisons Service Headquarters, and to suggest recommendations to effectively manage the rewards systems for better staff performance at the Uganda Prisons Service Headquarters. The study applied both quantitative and qualitative methods. A sample of 183 respondents was used and the response rate was 81.0%. The findings from the study indicated that Uganda Prisons Service neither had a reward policy nor reward system in place. The appraisal system in place was also not properly understood and adhered to. The correlation analysis indicated that there was positive and significant relationship between reward management systems and staff performance of the Ugandan Prisons Service Headquarters and the regression analysis indicated that reward management systems explained up to 73.6% of staff performance at Uganda Prisons Headquarters. The study concluded that reward policies should be based on the principles of consistency, equity, transparency, taking into consideration the market rates. The study also concluded that in providing rewards extrinsic factors should be considered before considering to intrinsically reward staff. And finally, that rewards need to be tied to a performance management programme that encompasses the vision, mission, objectives, and goals of the organization. The study recommends that management of Uganda Prisons Service should set up a reward policy based on the principles of consistency, equity, and transparency, considering market rates; the Service formulates a reward strategy that facilitates recognition of staff by both financial and non-financial means; that the Service should set up a performance management mechanism as an assessment tool in the reward process that clarifies standards and expectations in line with the vision, mission, objectives, and goal of the organization and focuses on the achievement of results to facilitate the assessment of individual performance and provision of rewards where they are due.