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the rewards offered by UKZN to attract, retain and motivate academic employees. The Reward Preference Questionnaire (RPQ) adopted from Nienaber, Bussin and Henn (2011), and modified by Snelgar, Renard and Venter (2013) was used to collect the data for this study. A total of 140 questionnaires were administered to Westville, Howard College and Medical School campuses with 111 questionnaires completed and returned. Descriptive statistics were utilised to analyse the responses and presented in the form of tables and graphs. Principal component analysis was used to extract factors. Four factors were extracted and named; ie., base pay, benefits, performance recognition and career management and quality work environment.The study found that UKZN academics are neither satisfied nor dissatisfied by base pay, benefits, and performance recognition and career management. However, the study found that the academics at UKZN are highly dissatisfied by quality work environment. The study also found that age, level of education, job level and conditions of service influence reward preferences. In addition, the study found that the respondents view rewards offered by the institution to be unfairly and inconsistently implemented. The respondents indicated that they were unhappy with the way performance management was rated; differences in conditions of service; confusing rewards; unfair implementation of academic promotions and unfair, inconsistent implementation of sabbatical leave. This study recommends that the institution should create reward systems that are based on the academic's preferences by focusing on benefits, base pay, quality work environment, performance recognition and career management as they were indicated as the reward categories that attract, retain and motivate academics. This study's findings contribute to knowledge by investigating the most valued rewards categories and the contribution of rewards to attraction, motivation and retention of academic staff. This study will also be beneficial to policy makers, Human Resources Departments and to Higher Education institutions. Furthermore, this study provides evidence to assist the employer in developing suitable and improved rewards packages to enhance the attraction, motivation and retention of academics of high calibre.","publication_date":"2017,,","grobid_abstract_attachment_id":"99022272"},"document_type":"paper","pre_hit_view_count_baseline":null,"quality":"high","language":"en","title":"An empirical study of the reward preferences of the University of KwaZulu-Natal (UKZN) academics","broadcastable":true,"draft":null,"has_indexable_attachment":true,"indexable":true}}["work"]; window.loswp.workCoauthors = [14800279]; window.loswp.locale = "en"; window.loswp.countryCode = "SG"; window.loswp.cwvAbTestBucket = ""; window.loswp.designVariant = "ds_vanilla"; window.loswp.fullPageMobileSutdModalVariant = "control"; window.loswp.useOptimizedScribd4genScript = false; window.loswp.appleClientId = 'edu.academia.applesignon';</script><script defer="" src="https://accounts.google.com/gsi/client"></script><div 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data-landing_url="https://www.academia.edu/97385444/An_empirical_study_of_the_reward_preferences_of_the_University_of_KwaZulu_Natal_UKZN_academics" data-login_uri="https://www.academia.edu/registrations/google_one_tap" data-moment_callback="onGoogleOneTapEvent" id="g_id_onload"></div><div class="ds-top-related-works--grid-container"><div class="ds-related-content--container ds-top-related-works--container"><h2 class="ds-related-content--heading">Related papers</h2><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="0" data-entity-id="113006617" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/113006617/Reward_System_A_Strategy_for_Academics_Job_Satisfaction_and_Retention">Reward System: A Strategy for Academics Job Satisfaction and Retention</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" 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Journal of Human Resource Management, 2018</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Total rewards and its effects on organisational commitment in higher education institutions","attachmentId":79288444,"attachmentType":"pdf","work_url":"https://www.academia.edu/69034853/Total_rewards_and_its_effects_on_organisational_commitment_in_higher_education_institutions","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/69034853/Total_rewards_and_its_effects_on_organisational_commitment_in_higher_education_institutions"><span class="ds2-5-text-link__content">View PDF</span><span 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at private universities in Lahore, Pakistan, and the extrinsic and intrinsic benefits that their employers provide them with. The empirical findings confirm that both intrinsic and extrinsic rewards have a positive and significant impact on employee performance for academic staff in private universities located in Lahore, Pakistan. The method of primary data study that we use allows us to collect the data using a questionnaire in a variety of private universities. Based on what we found, we think that it would be good for universities to offer incentives to their academic staff. These incentives could be either intrinsic or extrinsic or they could be both.</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Exploring Relationship between Intrinsic Rewards, Extrinsic Rewards, and Employee Performance in University Academics","attachmentId":96508953,"attachmentType":"pdf","work_url":"https://www.academia.edu/93899552/Exploring_Relationship_between_Intrinsic_Rewards_Extrinsic_Rewards_and_Employee_Performance_in_University_Academics","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/93899552/Exploring_Relationship_between_Intrinsic_Rewards_Extrinsic_Rewards_and_Employee_Performance_in_University_Academics"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="3" data-entity-id="93460320" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/93460320/Organizational_Reward_as_a_Predictor_of_Academic_Employee_Commitment_in_Selected_Public_Universities_in_Kenya">Organizational Reward as a Predictor of Academic Employee Commitment in Selected Public Universities in Kenya</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="66145" href="https://technicaluniversityofkenya.academia.edu/MauriceAmutabi">Maurice Amutabi</a></div><p class="ds-related-work--metadata ds2-5-body-xs">Asemota, O. O, Were, S & Nyang’au, S. P. (2022). Organizational Reward as a Predictor of Academic Employee Commitment in Selected Public Universities in Kenya. Journal of African Interdisciplinary Studies, 6(11), 96 – 117., 2022</p><p class="ds-related-work--abstract ds2-5-body-sm">Reward management is explained as the processes and policies adopted by the organisation to ensure that people's work is valued and compensated appropriately and adequately. Employees who are well rewarded are more committed to their organisations and are less likely to exit the organisation. Also, good remuneration is classified as a catalyst of employee commitment. Furthermore, academic employees in the University are critical resources to the institution's success. Academic employees form a higher percentage of the budget in higher educational institutions (HEIs) and thus, play significant roles in achieving Institutional set objectives, vision, mission, and goals. The ever-increasing changes and the complex competitive University work environment have led to the transforma tions of HEIs management systems, structures, and strategies that ensu re a cutting edge in the economy. Thus, many HEIs are realigning their reward systems to attract, motivate, and retain valuable academic employees that can assist with establishing and a chieving a competitive advantage f o r sustainable development. A 7-point Likert scale Influence of Perceived Organisational Support on Academic Employee Commitment of selected top Public Universities in Kenya was designed and validated by a panel of expert judges and also obtained the Research Ethics Committee Approval to gather data from both full-time an d part-time academic employees for the study. Out of the 358 expected responses, only 288 (80.4%) were returned and were subsequently subjected to the Automatic Modeller algorithm of the Statistical Package of Social Sciences (SPSS version 21). The Forward Stepwise method, Cook's Distance measurements for outliers, Bayesian Information Criterion (BIC), studentised residuals, and coefficient, importance, and significance predictor effect charts, and model building summary were used in the study. The results show that over 63.3% of the model was predicted by the Forward Stepwise regression method. Overall, 46.9% of the respondents agree that the rewards of aca demic employees in Public Universities in Kenya were based on merit. Also, the institution was the most important predictor and alienation from the University family was the least predictor that rewards of academic employees in Kenya Public Universities were based on merit. The optimal Bayesian Information Criterion was 108.678 and the studentised residuals occupied around 68.0% model predictive fit from the mean. The 18 Cook's distance outliers occupied between one and five times the Cook's distance threshold values of either 0.014 or 0.017, respectively. Also, the intercept, technological Universities represented by Masinde Muliro University of Science and Technology, belief in the University values, and emotional detachment did not support rewards were ba sed on merit in Kenya Public Universities. It is recommended that human resource practitioners modulate the paying of salaries, benefits, and allowances promptly, office infrastructure, institution type, promotion, staff camaraderie, age, fair jobholder de cisions, belief in the University values, loyalty, and hierarchy to enhance the highest and optimal human capital formation and development in Kenya Public Universities.</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Organizational Reward as a Predictor of Academic Employee Commitment in Selected Public Universities in Kenya","attachmentId":96192704,"attachmentType":"pdf","work_url":"https://www.academia.edu/93460320/Organizational_Reward_as_a_Predictor_of_Academic_Employee_Commitment_in_Selected_Public_Universities_in_Kenya","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/93460320/Organizational_Reward_as_a_Predictor_of_Academic_Employee_Commitment_in_Selected_Public_Universities_in_Kenya"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="4" data-entity-id="37514200" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/37514200/Reward_System_and_Level_of_Staff_Satisfaction_among_Non_Academic_Staff_of_Selected_Tertiary_Institutions_in_Enugu_State_Nigeria">Reward System and Level of Staff Satisfaction among Non- Academic Staff of Selected Tertiary Institutions in Enugu State, Nigeria</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="78876362" href="https://independent.academia.edu/AJHSSRJournal">AJHSSR Journal</a></div><p class="ds-related-work--abstract ds2-5-body-sm">In any profit-oriented workplace, job relationship is seen as a trade procedure where workers give inputs in terms of skills and expertise for the different rewards, compensations and incentives from their employer which go far in deciding their satisfaction, performance and productivity. This study sought to examine the level of staff satisfaction with the reward system implemented by three (3) selected tertiary institutions in Enugu State, Nigeria. Survey design was adopted for this study. The population of the study was 1122 staff drawn from the non-academic staff of the selected higher institutions in Enugu State, Nigeria. A sample size of 415 was obtained using Taro Yamane " s (1964) formula for finite population. Four hundred and fifteen (415) questionnaires were used to collect data from respondents who were non-academic staff members, after being validated by experts in academia and human resources management. Burley " s proportional allocation was used to calculate proportionate sample size. Out of 415 copies administered, three hundred and one (301) copies were returned and used for the analysis. Data were collected through primary and secondary sources. Cronbach " s Alpha was used to test for the reliability of the instrument, an Alpha of 0.79 was obtained thus confirming the reliability of the instrument. The hypotheses formulated were tested using Z test. Findings from the study revealed that the level of staff satisfaction with the reward system implemented by the tertiary institutions is low (computed z-value of 24.385 against 1.645 and significance of 0.000) (z = 24.385> at p< 0.05) during the period studied. Based on the finding, the study concludes that the reward system implemented have a very strong correlation with the satisfaction of non-academic staff in the institutions of higher learning studied. In the light of the forgoing therefore, it was recommended that the reward systems implemented by the institutions should be consistent with staff needs and relevant to the personal life of the employee. Also, the reward system implemented should be reviewed at various levels to earn the employees " commitment and satisfaction.</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Reward System and Level of Staff Satisfaction among Non- Academic Staff of Selected Tertiary Institutions in Enugu State, Nigeria","attachmentId":57486863,"attachmentType":"pdf","work_url":"https://www.academia.edu/37514200/Reward_System_and_Level_of_Staff_Satisfaction_among_Non_Academic_Staff_of_Selected_Tertiary_Institutions_in_Enugu_State_Nigeria","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/37514200/Reward_System_and_Level_of_Staff_Satisfaction_among_Non_Academic_Staff_of_Selected_Tertiary_Institutions_in_Enugu_State_Nigeria"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="5" data-entity-id="5382671" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/5382671/Reward_Management_And_Organisational_Performance_An_Empirical_Study_Of_Private_Universities_In_Uganda">Reward Management And Organisational Performance: An Empirical Study Of Private Universities In Uganda</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="7498368" href="https://busogauniversity.academia.edu/IbrahimMUSENZE">Ibrahim, Abaasi MUSENZE</a></div><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Reward Management And Organisational Performance: An Empirical Study Of Private Universities In Uganda","attachmentId":32525194,"attachmentType":"pdf","work_url":"https://www.academia.edu/5382671/Reward_Management_And_Organisational_Performance_An_Empirical_Study_Of_Private_Universities_In_Uganda","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/5382671/Reward_Management_And_Organisational_Performance_An_Empirical_Study_Of_Private_Universities_In_Uganda"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="6" data-entity-id="97012006" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/97012006/Influence_of_Reward_Management_on_University_Employee_Performance_A_Case_Study_of_USIU_A">Influence of Reward Management on University Employee Performance: A Case Study of USIU-A</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="257821778" href="https://independent.academia.edu/DeborahNyambura">Deborah Nyambura</a></div><p class="ds-related-work--metadata ds2-5-body-xs">2018</p><p class="ds-related-work--abstract ds2-5-body-sm">A Research Project submitted to the Chandaria School of Business in partial fulfillment of the Requirement for the Masters Degree of Business Administration (MBA)</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Influence of Reward Management on University Employee Performance: A Case Study of USIU-A","attachmentId":98751570,"attachmentType":"pdf","work_url":"https://www.academia.edu/97012006/Influence_of_Reward_Management_on_University_Employee_Performance_A_Case_Study_of_USIU_A","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/97012006/Influence_of_Reward_Management_on_University_Employee_Performance_A_Case_Study_of_USIU_A"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="7" data-entity-id="93006890" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/93006890/Reward_System_and_Academic_Staff_Job_Involvement_in_Ogun_State_Tertiary_Educational_Institutions">Reward System and Academic Staff Job Involvement in Ogun State Tertiary Educational Institutions</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="165688238" href="https://independent.academia.edu/AdekunleAyotunde">Adekunle Ayotunde</a></div><p class="ds-related-work--metadata ds2-5-body-xs">Sokoto Educational Review, 2018</p><p class="ds-related-work--abstract ds2-5-body-sm">This study investigated the relationship between reward system and job involvement of academic staff in Ogun State tertiary educational institutions. The study was guided by a research question and two null hypotheses. The descriptive survey design was adopted for the study. The population comprised all the 3055 academic staff in all the eight Ogun state government owned tertiary educational institutions. The sample comprised 305 academic staff (10% of the population) selected from four tertiary educational institutions using multi-stage sampling technique. Two instruments were used for data collection, these were: a researcher designed, validated and reliable instrument (r=.86) entitled “Reward System Questionnaire” (RSQ) and a standardised Job Involvement Scale (JIS) adapted from Kanungo (1982). Data obtained was analysed using Mean and Standard Deviation to answer the research question, while, Pearson Product Moment Correlation was used to test the hypotheses at 0.05 level of sig...</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Reward System and Academic Staff Job Involvement in Ogun State Tertiary Educational Institutions","attachmentId":95864416,"attachmentType":"pdf","work_url":"https://www.academia.edu/93006890/Reward_System_and_Academic_Staff_Job_Involvement_in_Ogun_State_Tertiary_Educational_Institutions","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/93006890/Reward_System_and_Academic_Staff_Job_Involvement_in_Ogun_State_Tertiary_Educational_Institutions"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="8" data-entity-id="35434103" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/35434103/Impact_of_Reward_and_Recognition_on_Job_Satisfaction_and_Motivation">Impact of Reward and Recognition on Job Satisfaction and Motivation</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="72729229" href="https://independent.academia.edu/BhaktaRahul">Rahul Bhakta</a></div><p class="ds-related-work--abstract ds2-5-body-sm">The main aim of the study was to examine the impact of reward and recognition on job satisfaction and motivation. The specific objectives were to assess the relationship between reward and work motivation and job satisfaction; to identify academic staff' and administrators' perceptions about reward and recognition and to explain challenges of reward implementation in private tertiary institutions. The study employed descriptive survey design in gathering data from 157 academic staff, from a total number of seven private tertiary institutions which were selected through stratified sampling. Respondents from these seven private tertiary institutions were conveniently and purposively selected. The study observed that rewards had a positive impact on work motivation but no significant relationship existed between reward and job satisfaction. Again, both academic staff and university administrators perceived rewards as fair. Challenges facing private tertiary were the lack of funds, pressure from unions and other interest groups, existence of many qualified people for rewards at a particular time coupled with academic staff emphasizing direct monetary rewards.</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Impact of Reward and Recognition on Job Satisfaction and Motivation","attachmentId":55295339,"attachmentType":"pdf","work_url":"https://www.academia.edu/35434103/Impact_of_Reward_and_Recognition_on_Job_Satisfaction_and_Motivation","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/35434103/Impact_of_Reward_and_Recognition_on_Job_Satisfaction_and_Motivation"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="9" data-entity-id="63448452" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/63448452/Role_of_Financial_Rewards_in_Enhancing_Academic_Staff_Performance_in_Public_Universities_in_Uganda">Role of Financial Rewards in Enhancing Academic Staff Performance in Public Universities in Uganda</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="122926447" href="https://independent.academia.edu/JosephRwothumio">Joseph Rwothumio</a></div><p class="ds-related-work--metadata ds2-5-body-xs">2020</p><p class="ds-related-work--abstract ds2-5-body-sm">This article examined the financial reward practice implemented by universities to improve on the performance of lecturers in Uganda’s public universities. The main objectives of the research were to investigate the relationship between financial reward and teaching and research outputs of academic staff in selected public universities. A mixed method design using convergent parallel approach was employed to collect and analyse data obtained from the study. A sample of 299 participants was drawn from academic staff, directors of human resources, and Vice chancellors. Results indicated a weak positive relationship between financial reward and academic staff teaching output in public universities (r=0.282, p&lt;0.01). There existed further a weak positive relationship between financial reward and academic staff research output (r=0.211, p&lt;0.01). It would suffice to effect appropriate financial rewards to academic staff based on a living wage.</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Role of Financial Rewards in Enhancing Academic Staff Performance in Public Universities in Uganda","attachmentId":75875277,"attachmentType":"pdf","work_url":"https://www.academia.edu/63448452/Role_of_Financial_Rewards_in_Enhancing_Academic_Staff_Performance_in_Public_Universities_in_Uganda","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/63448452/Role_of_Financial_Rewards_in_Enhancing_Academic_Staff_Performance_in_Public_Universities_in_Uganda"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div></div></div><div class="ds-sticky-ctas--wrapper js-loswp-sticky-ctas hidden"><div class="ds-sticky-ctas--grid-container"><div class="ds-sticky-ctas--container"><button class="ds2-5-button js-swp-download-button" data-signup-modal="{"location":"continue-reading-button--sticky-ctas","attachmentId":99022272,"attachmentType":"pdf","workUrl":null}">See full PDF</button><button class="ds2-5-button ds2-5-button--secondary js-swp-download-button" data-signup-modal="{"location":"download-pdf-button--sticky-ctas","attachmentId":99022272,"attachmentType":"pdf","workUrl":null}"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">download</span>Download PDF</button></div></div></div><div class="ds-below-fold--grid-container"><div class="ds-work--container js-loswp-embedded-document"><div class="attachment_preview" data-attachment="Attachment_99022272" style="display: none"><div class="js-scribd-document-container"><div class="scribd--document-loading js-scribd-document-loader" style="display: block;"><img alt="Loading..." src="//a.academia-assets.com/images/loaders/paper-load.gif" /><p>Loading Preview</p></div></div><div style="text-align: center;"><div class="scribd--no-preview-alert js-preview-unavailable"><p>Sorry, preview is currently unavailable. 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