REWARD MANAGEMENT AND EMPLOYEE PERFORMANCE IN SELECTED HOSPITALITY INDUSTRY IN DELTA STATE
Abstract
This study investigated the effect of reward management on employee performance in hospitality industry in Delta State, with a focus on Naugte Deal Boutique Hotel, Agbor, Delta State, Nigeria. The specific objectives of the study were to: assess the effect of a sizeable salary reward system on service delivery, examine the effect of bonuses on quality of work and investigate the influence of promotion on time lines in hospitality industry in Delta State, Nigeria. This study adopted a descriptive survey research design. The study was conducted in Delta State, Nigeria, focusing on four major towns known for significant hospitality activity: Agbor, Asaba, Warri, and Abraka. The population of this study consisted of employees from selected hotels in the four locations within Delta State. Specifically, eight (8) hotels two from each town with a total of 100 employees were selected for the study, and all were utilized as the sample size. The primary instrument used for data collection was a structured questionnaire. Data collected were analyzed using descriptive and inferential statistics. Descriptive statistics such as frequency counts, percentages, and mean scores were used to summarize demographic data and response patterns. Inferential statistics, specifically the Pearson Product Moment Correlation (PPMC), were employed to test the hypotheses and determine the relationship between compensation components (salary, bonus, promotion) and employee performance. All analyses were conducted using the Statistical Package for the Social Sciences (SPSS) version 26. The findings of the study showed that a moderately strong positive relationship was found between a sizeable salary reward system and employee service delivery (r = 0.622, p < 0.01). Bonuses had a strong positive effect on quality of work (r = 0.689, p < 0.01). And that promotion practices showed a significant positive influence on employee timeliness (r = 0.574, p < 0.01). It was concluded that aligning employee rewards with performance expectations is very important. Hospitality firms that aim to retain talent, improve customer satisfaction, and remain competitive must invest in strategic reward systems that go beyond basic compensation. It was recommended among other things that hospitality firms should implement fair, competitive, and performance-reflective salary systems to enhance employee commitment and service delivery
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