Assessment Of Reward And Compensation Management Practices At Ethiopian Electric Power Corporation Training Institution And Head Quarter

In the general terms, this study was about reward and compensation systems within the EEPCOrnHeadquarter and its training institution located in Kotebe Yeka district. As reward andrncompensation is a steering instrument in maintaining the organizational efficiency andrnproductivity as well as takes the lion’s share in motivating the employees to act in the bestrninterest of the organization, the purpose of this study was to identify how the selected companyrn(EEPCO) works on the issue. It is also aimed at finding out the extent to which the institutionrngives focus on rewarding and compensating its employees in order to encourage them and thusrnassist it to reach its goals and visions as one national organization working on huge and giantrnprojects. An attempt of identifying the procedures and basis of bonuses and related benefitsrnwithin the selected institution is also made by this researcher. This attempt includes pointing outrnwhether the rewarding systems available in the institution- bonuses and salary increments-rnoffered to the employees are based on performances or just in a collective basis regardless ofrnperformances. As a result, the research question, which is based on the purpose of the study, isrn‘What kind of ways and systems does EEPCO use to reward its employees so as to motivate themrnto work in its best interest?’rnTo address the research question, the researcher has conducted interviews with the employees ofrnthe institution both at the head quarter and the training institution. In addition, the researcherrnhas distributed 50 questionnaires to the employees in both offices. Not only that but also, thernresearcher has tried his level best to analyze documents that are related to reward andrncompensation. All in all, the researcher has found out that though the selected companyrn(EEPCO) has a habit of rewarding and motivating its employees to let them work to its bestrninterest, the rewarding systems are not based on performance. They are instead bonuses andrnsalary increments which are given to all employees once annually. The performances of thernemployees are not considered in these processes. It is just based on the salary scale, which is notrnadvisable according to the theoretical frameworks this researcher used. This is also somethingrnthat the respondents witnessed. The conclusion is, therefore, the rewarding systems whichrnEEPCO uses do not motivate its employees to be competitive and work to the best interest of therncompany given that the rewarding systems do not take competitiveness and performance intornaccount

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