Non-monetary incentives and employee relations in homes of hope non-government organisation (Mbarara district)


Samanya Bulhan and Nagaruka Deborah

The purpose of the study was to determine if there is significant relationship between Non-monetary incentives and staff relations of Kampala International University. A cross-sectional survey research design and simple random sampling techniques were used to establish the influence of none-monetary incentives and employees’ relations of teaching staff. Data was analyzed using SPSS descriptive statistics with Likert like scale of 1, strongly agree, 2, agree, 3, undecided, 4, disagree, 5, strongly disagree, showing frequencies and means of the independent and dependent variables. Three none-monetary incentives objective which included, working conditions, opportunities for training and relations, recognition and employees’ relations were computed and also dependent variable, the total mean was divided  by the total number of questions to get the mean. The researcher came with the conclusion basing on means of independent variable (2.676) and dependent (2.541) which indicates that there is undecided relationship between none-monetary incentives and their relations at Kampala International University, that there is a big gap of undecided perception of the employees towards the employers. This necessitates a much readdress of the situation at hand for harmonious relationship. Recommendations were made that, there is a need for the management to improve on the relations of its employees through provision of all necessary working equipment’s, leave, good policy governing training and relations, and ways of encouraging the employees to feel recognized through participation in management which can lead to their relations. Keywords: Non-monetary, incentives and employee relations, homes and NGO.





Samanya Bulhan and Nagaruka Deborah (2023). Non-monetary incentives and employee relations in homes of hope non-government organisation (Mbarara district). IDOSR Journal of Arts and Management 8(2): 22-30.