Non-Cash Perks and Employee Performance in Private Sector Organizations in Tanzania: A Case of Pretty Development for Poverty Reduction (PDPR) in Njombe
NORBERT PETER NYONI *
Department of Business Management, Institute of Accountancy Arusha (IAA), Tanzania.
WILSON DANIEL JOHN
Department of Education, Institute of Accountancy Arusha (IAA), Tanzania.
*Author to whom correspondence should be addressed.
Abstract
The study was carried out to examine the relationship between Non-cash Perks and Employee Performance at Pretty Development for Poverty Reduction (PDPR) in Njombe. This study employed a mixed method approach where both quantitative and qualitative data were used as well as convergent research design. In this study, the type of data collected was primary data from the field. The study involved respondents of three categories namely;- Managers, Supervisors and Common Employees as its target population, and hence all individuals were included and taken without having a sample size as their number was small to make the best conclusion in the sample. Data was collected through questionnaires and interviews as well as documentary reviews. Quantitative data were analyzed Descriptive statistics simplified by using SPSS, while qualitative data were subjected to thematic analysis. The findings revealed positive relationship between Non-cash Perks and Employee Performance at Pretty Development for Poverty Reduction (PDPR) in Njombe. The study concludes that in order to elicit the best performance from employees, there is need for some sort of motivation beyond the weekly pay check. The employees who work hard should be recognized and appreciated for their contributions to the organization.by being given the Non Cash such as Perks; Recognition, Work life balance, Career Advancement, Employee Survey, Customized Incentives Schemes, Employee Feedback and Promotion of Rewarding System. This study recommends that Tanzania's government should formulate friendly labour laws and HR Policies to ensure that employees in the organizations for which they are working are treated with utmost importance and to address their requirements not only for money, but also Non-cash Perks by their organizations, which recognize them and allow the employee autonomy. Also Training programs are crucial for employee professional development. Additionally, the management must enhance Work Life Balance to their employees in both public and private sector organizations.
Keywords: Non-cash perks, performance, employee performance, private sector