The service quality
of public sector organisations in Botswana is generally considered to be less
satisfactory than the private sector. One of the myriads of reasons is arguably
reward and punishment system not being applied firmly and consistently. This
research investigates the relationship between reward system and employee
attraction and retention, as well as the extent to which these rewards
influence workforce stability in the public health sector in Botswana. The study adopted
a pragmatist approach using an exploratory sequential mixed-methods design.
Employing semi-structured face-tox-face interviews and structured questionnaire to a
stratified random sample of 228 doctors and nurses for data collection. For
qualitative Thematic coding and categorisation for qualitative, while SPSS
version 20.0, employing descriptive statistics and linear regression analysis
were used. The linear regression analysis revealed that extrinsic
rewards significantly drive employee attraction, while intrinsic rewards are
the strongest predictors of retention. Social rewards play a complementary yet
significant role, reinforcing the need for a balanced and integrated total
reward system. To ensure loyalty, commitment and retain self-motivated star
performers within the public health institutions in Botswana, it is critical
that managers engender and place high premium on employees’ intrinsic rewards
among others. The empirical evidence clearly demonstrates the positive effect
organisational support, both in cash and in kind, have on the employees of the
public health sector, confirming that enhanced intrinsic motivation and rewards
is a predictor of employee attraction and retention.
