COMPENSATIONPOLICY ON EMPLOYEE COMMITMENT
Background of the Study Compensation policy is an important element of human resource practice that
influences decision of potential employee to join an organization and determines employer-employee
relationship after employee joins the organization (Ira, 2010). Psychological contract develops between
the employer and the employee that serves to determine the nature of mutual existence during the
period of employment. The contract is largely influenced by the development and management of
compensation policy and the resultant employee commitment (Kwon, 2001).
Compensation policy as an area of research has outcomes which are of interest to the organization and
to the employee. The outcomes of compensation policy includes: employee commitment, organizational
citizenship and organizational performance. Employee commitment has influence on employee’s
commitment and perception towards the organization, work behavior and psychological contract.
Compensation policy is an integral component of organization’s reward systems and corporate strategy
which when effectively utilized influences the level of employee commitment to the company and work
positively (Armstrong, 2007).
This study is grounded on theoretical frameworks which seek to understand and predict employee’s
behavior. Social Exchange Theory (Blau, 1964; Homans, 1961) explains employee behavior reciprocity in
a social exchange relationship with the company. The theory provides that perception formed by an
employee in regard to treatment received from the organization compels the employee to reciprocate in
positive and beneficial ways that includes commitment.
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
Expectancy Theory (Vroom, 1964) provides a link between the effort behavior outcomes and the extent
to which the employee expectations on compensation and benefits are being met by the organization.
Equity theory (Adams, 1965) gives the view that the behavior of employee is largely influenced by the
extent to which he interprets fairness in compensation or rewards for his input. Teachers Service
Commission (TSC) is a constitutional commission created under the constitution of Kenya 2010. TSC
plays an important role in the governments’ efforts of achieving universal education for all as outlined in
Kenya’s Vision 2030.
TSC is entrusted with the responsibility of improving the professional capacity and conduct of teachers
and providing them with the necessary support. TSC form an interesting area of study because of the
strategic role it plays in managing over 300,000 teachers who are spread across all the areas of the
counties. Managing such a big and diversified workforce requires highly devoted team of employees
who should be adequately compensated in order to generate commitment.
Compensation Policy
Compensation policy provides guidelines or approaches which the organization uses in reward
management. The policy apart from serving as an implementation tool for reward strategy is a reflection
of organization’s values, culture and philosophy in regard to compensation (Eisenberg, Fosdo&Lamastro,
1990). Compensation policy helps in defining employment relationships, contractual obligations and the
implied psychological contract between the employer and the employee (Zacher, 2015). The policy
promotes employer employee relationship by having committed employees 3 who have trust with the
organization, are willing to go an extra mile in their duties and have readiness to assist other employees.
Compensation policy encompasses both monetary and non-monetary rewards paid to employee in
exchange of the services rendered while taking into consideration employment contract, competence
and skills.
Policy on compensation incorporates following key components; level of rewards, equity in pay,
remuneration, contingent pay, competitiveness and transparency in rewards management (Armstrong
et al, 2007). Benefits refer to non-cash allowances which are part of total reward. Benefits policy
addresses issues of, pension schemes; personal security through illness, health or accident insurance
covers; safety in work environment, financial assistance for loans in house purchase schemes or
purchase of organizational products; work life balance, holidays, career breaks, counseling; and
employee development (Adler et.al, 2015).
Compensation policy is grounded on organization philosophy, values, culture and strategy of the
organization and portrays positioning of the employee in the organization’s mind (Rajiv et.al, 2000).
Developing a compensation policy is a process that requires consideration of factors internal and
external to the organization. External factors include industrial practice, market consideration and
competitor’s strategy on rewards. Internal factors includes HR strategy adopted on; attracting recruiting,
developing and retaining the employees; values of equality, balance and quality of work life;
organizational culture in relation to performance, innovation and creativity or skills development
(Ombasa, 2013). The organization’s philosophy on whether to be in leader, medium or follower position
in the market shall act as a guide on the compensation policy to be adopted.
Employee Commitment
Employee commitment reflects the involvement and psychological attachment that an employee has
towards an organization and work which is assigned to him. Meyer et.al (2001) describes commitment
as a force that makes an individual stick to a course of action that is of relevance to a particular goal.
Noble et.al (1999) defined commitment towards an organization as level at which an employee
identifies with and works towards the achievement of organizational goals. Commitment of employee to
organization has no universally prescribed definition.
However, despite the differences in the definitions, there is agreement between the scholars that
commitment to organization influences employee’s attitude, attachment and perception towards an
organization. Pare et.al (2007) is of the view that employee commitment is associated with behaviors of
high involvement, reduced intentions of opting out of the organization, going extra mile to accomplish
duties and task, willingness to help and uplift others at work and corporate citizenship. Employee
commitment can be perceived as internal psychological force that makes an employee feel ready to
work, accomplish tasks as specified, stick to the organization and speak positively about the organization
(Ira, 2010). Employee commitment can take different forms which are influenced by employee mindset.
The forms of commitment according to Meyer and Allen (1991) are; affective, continuance and
normative commitments. According to Meyer and Allen (1991), affective commitment is grounded on
psychological position of the employee towards the organization. Affective commitment is linked to
emotional attachment, identification and involvement in the organizations activities and values. The
other commitment is continuance commitment which is associated with opportunity cost considered by
the employee were he to leave the organization.
The cost is the psychological cost of working relationships, informal social groups, growth prospects and
image or organization’s brand. The employee considers sticking longer in the organization if the
opportunity cost is high. Normative commitment is the feeling of an obligation to remain in the
organization. Normative commitment is largely out of reciprocity and the feeling of being highly
indebted to the organization (Rajiv et.al, 2000).
Employee commitment can be focused on various targets which are considered to be of importance to
the employee (Cohen 2003). The foci include commitment to organization, occupation, team, customer,
supervisor or trade unions. The foci are influenced by values, morals, performance, compliance, and
competency and continuance culture of the organization also referred to as dimensions of commitment.
Pare et.al (2007) posits that the different forms and dimensions of commitment are critical in
development of HR strategies, policies and practices aimed at increasing commitment at workplace. The
philosophy of compensation policy is largely guided by values of transparency, compliance and
performance (Zacher et al, 2005).
