Descriptive Statistics of Compensation and Employee Recognition

Descriptive Statistics of Compensation and Employee Recognition

In pursuit of gaining in sights on how compensation influence employee retention in the

County Government of Meru, respondents were asked to say to what extent they agreed

or disagreed with statements provided. The findings of average scores recorder are

indicated in Table 4.7.

Descriptive statistics on compensation

Statement

(N=51)

1 2 3 4 5 Mean

is given on

piece rate

16(31.4%) 19(37.3%) 11(21.6%) 3(5.9%) 2(3.9%) 2.14

Work on call

is paid

13(25.5%) 18(35.3%) 16(31.4%) 3(5.9%) 1(2.0%) 2.24

There is

holiday pay

where earned

12(23.5%) 13(25.5%) 17(33.3%) 7(13.7%) 2(3.9%) 2.49

subsidized

hours pay

17(33.3%) 14(27.5%) 16(31.4%) 2(3.9%) 2(3.9%) 2.20

Results from Table 4.7 above show disparities in agreeing to statements aimed at

establishing how compensation influences employee retention in county government of

Meru. 31(60.0%) respondents strongly agreed on having a monthly salary as represented

by the average mean of 4.451. 17(33.3%) respondents were neutral to holiday pay where

earned as stipulated with the average mean of 2.49. 15(29.4%) respondents were also

neural to the statement regarding employees receiving stock pay where necessary.

Identically 16(31.4%) respondents remained neutral on presence of subsided work pay as

continue working for the county government. This implies that compensation in form of

monthly salary and paid holiday is an important determinant of employee retention.

Respondents were further asked to provide suggestions on how compensations can be

enhanced in their respective departments. The results were noted as shown in Figure 4.3.

Figure 4.3

Ways of improving compensations of employees in Meru County Government

13.73%

29.41% Field work facilitation

56.86%

Out of pocket

Findings in Figure 4.3 agree with those of Phill and David (2013) who state that

compensation and benefit-related approaches result to managing role expectations and

that they foster positive relations among co-workers and immediate supervisors in turn

set of statements provided. Table 4.8 indicates the findings of average scores recorder are

shown in Table 4.8.

Table 4.8

Descriptive statistics on employee recognition

Recorder average means on employee recognition revealed that most of the participants

Statement

(N=51)

1 2 3 4 5 Mean

Employees

are entitled

to service

Employees

are

appreciated

for job wel

8(15.7%) 10(19.6%) 12(23.5%) 16(31.4%) 5(9.8%) 3.00

There are

opportunities

for team

leadership

4(7.8%) 10(19.6%) 15(29.4%) 13(25.5%) 9(17.6%) 3.25

My

11(21.6%) 14(27.5%) 14(27.5%) 7(13.7%) 5(9.8%) 2.63

concurred with the propositions provided. 25(49.0%) respondents agreed on employee

receiving retirement benefits evidenced with the average mean of 4.12. With an average

respondents agreed on employees being appreciated with job well done represented by

the mean score of 3.00. 13(25.5%) respondents also agreed to entitlement of service

awards

to employee resulting to the recorded average score of 2.80. There were disparities in

agreement of the statement regarding holding of events for employee recognition with equal

number of 14(27.5%) residents disagreeing to the statement and the same number remaining

neutral to the statement.

From findings above it can be observed that receiving of retirement benefits, opportunities for

team leadership and job appreciation for job well done are the main drivers of employee

recognition for employee retention. The implication is that employee recognition is

given.

Figure 4.4

Alternative ways of recognizing employees in Meru County Government