Original Research

The motivational value of rewards amongst Malawi’s health professionals

Alfred W.D. Chanza, Robin J. Snelgar, Gerrit J. Louw
SA Journal of Human Resource Management | Vol 11, No 1 | a517 | DOI: https://doi.org/10.4102/sajhrm.v11i1.517 | © 2013 Alfred W.D. Chanza, Robin J. Snelgar, Gerrit J. Louw | This work is licensed under CC Attribution 4.0
Submitted: 07 January 2013 | Published: 16 August 2013

About the author(s)

Alfred W.D. Chanza, Department of Industrial and Organisational Psychology, Nelson Mandela Metropolitan University, South Africa
Robin J. Snelgar, Department of Industrial and Organisational Psychology, Nelson Mandela Metropolitan University, South Africa
Gerrit J. Louw, Department of Industrial and Organisational Psychology, Nelson Mandela Metropolitan University, South Africa

Abstract

Orientation: Reward administrators of Malawi’s health sector seem to misunderstand the intrinsic and extrinsic values of financial and non-financial rewards.

Research purpose: This study focuses on assessing the motivational value of rewards amongst health professionals in Malawi’s Ministry of Health (MoH).

Motivation for the study: Malawian studies indicate that Malawi’s MoH has become dysfunctional largely due to reward-related problems faced by its health professionals.

Research design, approach and method: This study was a non-experimental design with an explanatory and evaluative approach, utilising both quantitative (questionnaire) and qualitative methods (literature review, interviews and focus group discussions).

Main findings: The study confirmed the existence of reward-related problems amongst health professionals in Malawi’s MoH. Initially, statistical testing of the hypothesised model collapsed, suggesting that no relationship existed amongst the variables. However, statistical testing of the re-specified model suggests that there is a positive relationship between financial and non-financial rewards. Through the structural equation modeling (SEM) exercise, an inverse (negative) relationship between financial and non-financial rewards was established.

Practical/managerial implications: The re-specified model symbolises a pragmatic departure from theoretical claims that financial rewards (salaries or money in general) are not a motivator. The graphic model suggests to managers and policy-makers that both financial and non-financial rewards are very important and valuable in any employment relationship.

Contribution/value-add: An inverse (causal) relationship between financial and non-financial rewards has been established, graphically demonstrated and scientifically explained.


Keywords

Financial rewards; non-financial rewards; reward systems; motivation

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Crossref Citations

1. “Not Worth the Sweat”: Performance Management Rewards at a South African University
Sadi Mokhaneli Seyama, Clive Smith
Indo-Pacific Journal of Phenomenology  vol: 15  issue: 2  first page: 1  year: 2015  
doi: 10.1080/20797222.2015.1101835