| dc.description.abstract | The general objective of the study was to examine the effect of Job remuneration on Job
Performance of the private sector, a case of Century Bottling Company. The specific objectives
of the study were: to determine the effect of Commissions on Job Performance, to determine the
effect of Bonuses on Job Performance and to determine the effect of Salary and Wages on Job
Performance. The study adopted a cross sectional survey design where descriptive and inferential
statistical techniques of analysis were used. Questionnaire and interviews were used to collect
data from a sample size of 66 respondents. All the 45 questionnaires were returned fully filled-in
questionnaires giving a response rate of 100%. Also out of 6 intended interviews, only 3
interviews were done giving a response rate of 50 simple random sampling was used in selecting
the sample engaged in this study.
Findings from the study show that Commission is the greatest contributor to Job Performance with
beta value = 0.620 at .000 level of significance. This means that Commission has positive and
significant effect on Job Performance. This means that 1% increase in Commissions, Job
Performance is increased by 62%. Further findings reveled that that Salary and Wages is the second
contributor to Job Performance with beta value = 0.608 at .000 level of significance. This means
that Salary and Wages has positive and significant effect on Job Performance. This means that 1%
increase in Salary and wages, Job Performance is increased by 60.8%. It was discovered from the
study that Bonuses is the least contributor to Job Performance with beta value = -.443 at .000 level
of significance. This means Salary and Wages has negative and significant effect on Job
Performance.
The study recommends that management of Century Bottling Company should ensure timely
payment of salaries and wages to its works. Management of Century Bottling Company must clear
goals and objectives. These can help measure job performance and act as basis for calculating
bonuses payable by the entity. The study further recommends that management should also adopt
non-monetary rewards including training, promotion, recognition and holidays among other.
These can boost job performance in the long run | en_US |
