Rewards on the Performance of Mental Health Professionals Working in Selected Psychiatric Hospitals in Kenya

Abstract

The management and upkeep of the employment relationship, which includes handling the pay-work agreement, handling employment practices, terms and conditions of employment, issues arising from employment, giving employees a voice, and communicating with employees, are all under the purview of employer-employee relations. This study aims to investigate the impact of rewards on mental health practitioners' performance. The study used mixed methodologies in a cross-sectional descriptive research design. Gilgil Mental Hospital and Mathari National Teaching were the study's locations. 230 mental health professionals, including consultant psychiatrists, psychiatric nurses, psychologists, occupational therapists, and medical social workers, were among the study's target group.  From the target population, 146 respondents were chosen as a sample using stratified random proportionate sampling. Ten key informants, including two chief psychiatrists, psychiatric nurses, counseling psychologists, occupational therapists, and medical social workers, were chosen through the use of purposeful sampling. Questionnaires and timetables for interviewing key informants were used to gather data. Data was gathered in both qualitative and quantitative forms. While content analysis was used to study qualitative data, inferential and descriptive statistics were used to analyze quantitative data. According to the study's findings, rewards had a negligible statistical impact on mental health practitioners. There was no statistically significant increase in work performance as a result of the employee rewards (β = 0.068; p value = 0.462). According to this study, in order for mental health professionals to understand the work that hospital organizations are performing, they need be made aware of the various financial and non-financial compensation schemes.