Employee Welfare Benefits
Employee welfare benefits have been considered as a strong factor influencing employee
performance. Porter (participation of employees in organization decision making enhances their
performance. Welfare benefits 2002) posits that employee welfare benefits enables employers to get
stable labor force. Involvement and motivate employees which make them more productive.
Motivation also enhances employee retention which curbs on high rates of labor turn over. Table 4.15
shows the analysis of the responses on employee welfare benefits in state corporations.
Means and Standard Deviations of employee welfare benefits
Employee welfare benefits
N
Mean Std.
Deviation
Welfare benefits are adequately given to all categories
of employees
288 3.22
2.91
3.53
2.99
3.11
1.261
Welfare benefits provided by your organization are 288 1.267
competitive enough to match other similar firms
Benefits are given according to classes of workers 288 1.226
Welfare benefits given by employer have 288 1.220
tremendously motivated employees to increased
productivity
Average score 288 1.24
Cronbach alpha coefficient = 0.863
As shown in Table 4.15, respondents do not necessarily agree or disagree with the extent to which
welfare benefits are adequately provided to all categories of employees (mean 3.11, SD 1.24). The
employees rate the statement, Welfare benefits provided by the organization are competitive
enough to match other similar firms as moderate or fair, implying that the benefits are not
competitive enough to match similar firms. (Mean 2.91, SD 1.267) They are indifferent at the
extent to which the benefits are competitive to match other firms. The same case applies to the
statement “Benefits are given according to classes of workers” (mean 3.33, SD 1.226) and the
statement, “Welfare benefits given by employer have tremendously motivated employees to
increased productivity (mean 2.99, SD 1.22)” Respondents have rated them as moderate or fair.
The standard deviations for all the statements of employee welfare benefits are around 1.
Implying that the provision of welfare benefits is moderate or fair in as far as employee welfare
benefits are provided in state corporations.
This analysis implies that state corporation employees are content with benefits being given
according to classes of workers. However, they are moderate on aspects of benefits provided by
the organization being competitive enough to match other similar organizations, welfare benefits
given have tremendously motivated employees to increased productivity and that the benefits are
adequately given to all categories of employees. However, it is worth noting that the standard
deviations in all the responses were above 1. This means that there was no consensus in the views
of the respondents on these aspects. This could be attributed to the differences in what each
organization provides in different aspects of welfare benefits. Different organizations have
different provisions of welfare benefits as there are no standard guidelines for these provisions.
Performance Management
Performance management refers to creating a setting or work environment in which people
perform to their best of abilities in line or guided by the organization goals and objectives and
performance standards for each job. Some proponents such as Werner, E. (2015), argue that there
is a clear and immediate correlation between using performance management programs or
software and improved employee performance or organizational results (Michael, 2015)
Mean and Standard Deviations for measures of performance management
Performance management
N
Mean Std. Dev
The management and employees in your
organization collaborate on setting performance
objectives
288 3.26 1.237
Performance contracts are used by your organization to
enhance increased employee performance
288 3.56 1.239
The management provides feedback on performance
and ongoing monitoring to the employee
288 3.30 1.160
When problems are identified with performance,
management provides support and time for improvement
288 3.16 1.188
Performance assessment forms are used regularly to
document performance
288 3.42 1.089
Management receives performance management to ensure it
is being applied consistently and fairly.
288 3.35 1.143
Processes of performance management enhances
employee performance
288 3.33 1.213
Average score on performance management 288 3.311 1.181
Cronbach alpha coefficient = 0.931
As shown in Table 4.16 the results reveal the mean score for performance management was 3.311.
This shows that the extent to which performance management was carried out in the organization
was rated as moderate by respondents (mean 3.311and SD 1.18). Though respondents are
indifferent about the extent to which performance management is carried out in the organization,
they rate it as moderate. The respondents were also indifferent on the extent to which the
management and employees in the organization collaborate on setting performance objectives
(Mean 3.26, SD 1.237) and the extent to which Performance contracts are used by the
organization to enhance increased employee performance (mean 3.56, SD 1.239) despite the
indifference they rated them as moderate and good respectively.
The management monitoring and providing feedback on employee performance was rated as
moderate (Mean 3.30, SD 1.160). Also rated as moderate was the statement; Management
provides support and time for improvement when problems are identified with performance,
(Mean 3.16, SD 1.188). Rated as fair were the statements; Performance assessment forms are used
regularly to document performance (mean 3.42, SD 1.089) and Management receives
performance management forms to ensure consistency and fairness (Mean 3.35, SD 1.143). A
similar situation applied to the statement; Processes of performance management enhances
employee performance (mean 3.33, SD 1.213). The analysis implies that employees in state
corporations are happy with the fact that performance contracts are used by the organization to
enhance increased employee performance. However, they are moderate on aspects of management
and employees collaborating in setting performance objectives, the management providing
ongoing monitoring and feedback on performance to the employees and that the process of
performance management enhances employee performance.
The standard deviations in all the responses were above 1, indicating that there was no consensus
in the views of the respondents on these aspects. This could be attributed to the differences in
what each organization provides in different aspects of performance management such as
performance objectives, monitoring and feedback on performance to employees and performance
work environment. Different organizations have different levels of practicing performance
management as there are no standard guidelines for these practices.
