Abstract:
In this era of globalization, every organization in the world improving its business processes by
adopting advanced technologies and innovations. To keep the pace of achieving goals, an organization tries its
best to hire competent human resources. By employing competent human resources, organizations have to offer
a better working environment, market-based salaries, job security, and empowerment. People and how they are
managed are becoming more important because many other sources of competitive success are less powerful
than they used to. Recognizing that the basis for competitive advantage has changed is essential to develop a
different frame of reference for considering issues of human resource management.
The objective of the study was to determine employee performance of the relationship between rewards and
employee motivation at the organization in the energy sector. The research design adopted was a descriptive
survey research design. The population of the study consisted of all employees of four departments in the
selected organization’s energy generation division. The study used primary data which were collected using
self-administered questionnaires. The data collected was analyzed using statistical package for social sciences
(SPSS), Microsoft Excel, and Sobel test afterward presented in tables and charts. The relationship between
rewards and employee performance was established using the Pearson Correlation(r). Likewise, the same thing
did the find relationship between rewards and employee motivation and find relationship motivation and
employee performance. To test the mediating effect of employee motivation in between the rewards and
employee performances did the Sobel test. The study found out that rewards in the company were really
competitive in some areas and there are some parts yet to be improved. The study found out that employee
development opportunity in the company has not allocated sufficient to any none- executive employees. Most of
the non-executive employees including engineering and none engineering categories are being frustrated about
the distribution of training opportunities.
