







































 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Employee Benefits and Job Satisfaction in Faith 

Based Institutions in Uganda 

 

Nassolo Belinda Kitata, Paul William Kitata, Nazarious 

Rukanyangira 



European Journal of Human Resource    

ISSN 2520-4697 (Online)        

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Employee Benefits and Job Satisfaction in Faith Based Institutions 

in Uganda 

 

 Nazarious Rukanyangira1*, Nassolo Belinda Kitata2, Paul William Kitata3 
1Researcher, Ndejje University, P.o Box 7088, Kampala, Uganda 

2Lecturer, Ndejje University, Kampala, Uganda, P.o Box 7088, Kampala, Uganda 

Email: kitata3111@yahoo.co.uk 
3Senior Lecturer in Business Administration, Muni University, P O Box 725 Arua, Uganda 

Tel. +256702709636 

Corresponding Author’s Email: nrukana@gmail.com or n.rukanyangira@muni.ac.ug 

 
Article history 

Submitted 06.09.2023 Revised Version Received 28.11.2023 Accepted 03.12.2023 

 

 

Abstract 

Purpose: The study was conducted on the 

influence of employee benefits on job 

satisfaction in Faith Based Institutions in 

Uganda, a case study of the Church of 

Uganda  ̧ Provincial Secretariat. The study 

was guided by specific objectives as; to 

establish the influence of health insurance, to 

examine the effect staff allowances, and to 

establish the relationship between retirement 

benefits and job satisfaction at Church of 

Uganda  ̧Provincial Secretariat.  

Materials and Methods: The study used a 

blend of cross sectional¸ descriptive, and 

correlation research designs, with 

questionnaires and interviews as data 

collection methods. A sample size of 92 was 

attained from a study population of 130 

employees.  

Findings: Findings revealed no relationship 

between health benefits and job satisfaction 

(r=-0.001 Sig = p = 0.990 ≥ 0.05); a weak 

positive relationship between staff 

allowances and job satisfaction (r = 0.253** 

Sig=0.015> 0.01) and adjusted R-Square 

value of 0.053; a weak positive relationship 

between staff allowances and job satisfaction 

(r = 0.260** Sig=0.012> 0.05) and adjusted 

R-Square value of 0.057; Basing on the 

findings there is no relationship between 

health benefits and job satisfaction while 

weak relationships exists between staff 

allowances  ̧ retirement benefits and job 

satisfaction.  

Implications to Theory, Practice and 

Policy: The COU Provincial Secretariat need 

to put into place health benefit system and 

improve both allowance and retirement 

benefits so that both may make bigger 

contribution to job satisfaction. 

Keywords:  Employee Benefits, Employee, 

Employer, Health Insurance, Job Security, 

Staff Allowance, Retirement Benefits, Job 

Satisfaction. 

 

https://orcid.org/0000-0002-5882-9730
https://doi.org/10.47672/ejh.1667


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1.0 INTRODUCTION 

According to Uganda Retirement Benefits Regulatory Authority (2017), allowances in Uganda are 

the most common employment benefits for permanent staff, offered by 67.6%. Government has 

registered 58.8% of the establishments that should make contributions to the NSSF. (UBOS, 2010). 

The second most common benefit for permanent workers were non-cash benefits such as 

insurance, funeral, leave, and grants, provided by 9.8% of surveyed establishments. Pension came 

next, offered by 9.6% of establishments, gratuity by 9.2%, and a lump sum at retirement by 3.3%. 

The benefits provided to temporary employees are fewer at 2.6%, pension is 2.1% and gratuity by 

1.1% (Uganda Retirement Benefits Regulatory Authority, 2017) 

Employee benefits are generally, termed as either monetary or non-monetary rewards or both 

monetary and non-monetary given to employees above their salaries and wages (Butteriss, 1999). 

Some benefits are mandated by law (such as social security, unemployment compensation, and 

workers’ compensation), others vary from firm or industry to industry such as health insurance, 

life insurance, medical plan, paid vacation, pension, gratuity (Sahoo & Sukanta, 2012).  According 

to Spector (2003) organizations are trying to retain their employees through monetary and non-

monetary rewards. Reward system of an organization makes it possible to motivate its employees 

and enrich its culture as well (Yiamiis, Loannis & Nikolaost, 2009). In the words of Abendschein 

(2004), people get attached to organizations which provide rewards and they opt to stay there for 

longer, (Kerr-Phillips and Thomas, 2009).   

Job Satisfaction and Motivation needs are vital in the work place particularly in the twenty first 

century as workers have become more knowledgeable through education about their rights in the 

work place. A satisfied and motivated work force can undoubtedly help sustain productivity. Locke 

(1976) lists some individual characteristics of workers which can affect their level of satisfaction. 

In developing countries, employee benefits have become an important part of the total 

compensation of organizational expenses. Employee benefits average 40% of the total 

compensation package (DeCenzo & Robbins, 2010). Benefits have grown in size, importance and 

variety (Milkovich & Newman, 2008). Sub Saharan Africa in particular, employees continue to be 

treated as disposable resources, they face low employee benefits challenges with no voice to be 

saved, this creates job dissatisfaction among employees and none committal to organizational 

performance (Abugre, 2014). 

Problem Statement 

Employee benefits has a significant impact on job satisfaction (Riyanto, S., Endri, E., & Herlisha, 

N. (2021) and the rapidly changing business environment, including increasingly fierce 

competition, requires companies to carry out various strategies to survive. (Riyanto, S., Endri, E., 

& Herlisha, N. (2021) further affirms that one of the strategies is related to active employee 

engagement to achieve the best performance. 

However, job satisfaction in the faith-based organisations averagely increased by only 10 % (from 

45% to 55 %) instead of the desired 55 % raise (from 45% to 100%) leaving a big crevice of 45% 

not achieved (Church of Uganda provincial annual human resource assessment report, 2021/2022). 

This is despite interventions through provision of health benefits ,retirement benefits and other 

allowances there has also remained complaints on, job security, competitive pay and conducive 

work environment (Church of Uganda provincial  annual human resource assessment report, 



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2021/2022) which may be attributed to the scriptures discouraging bigger payments, poor human 

resource policies, limited sources of income and improper management of employment (Church 

of Uganda provincial  annual human resource assessment report, 2021/2022).  

This seems to indicate that employees of faith-based organisations are not experiencing job 

satisfaction as expected. The unmet levels of job satisfaction leave a performance gap in terms of 

the existing employee benefit levels. Considering the unmet job satisfaction levels made by the 

faith-based institutions the current study, therefore, sought to establish how much employee 

benefits contribute to job satisfaction in the faith based institutions. 

Theoretical Framework 

The study was based on employee benefit theories: reinforcement theory, equity theory, range of 

affect theory 

Reinforcement Theory  

The Reinforcement theory was formulated by a psychologist Edward Thorndike in 1911. He 

termed it the law effect: Behavior that is followed by positive consequences probably will be 

repeated. This powerful law of behavior laid the foundation for country investigations into the 

effects of the positive consequences, called rein forcers that motivate behavior. According to 

Thorndike four key consequences of behavior either encourage or discourage people’s behavior 

that is Positive Reinforcement- applying a valued consequence that increases the likelihood 

that the person will repeat the behavior that led to it. Examples of positive reinforces include 

compliments, letters of commendation, favorable performance evaluations, and pay raises. Equally 

important, jobs can be positively reinforcing. Performing well on interesting, challenging, or 

enriched jobs is much more reinforcing, and therefore motivating, then performing well on jobs 

that are routine and monotonous. The second one is Negative Reinforcement removing or 

withholding an undesirable consequence. For example, a manager takes an employee off probation 

because of improved performance. Frequent threatening memos admonished people to achieve 

every one of their many performance goals. 

Equity Theory 

The theory suggests that employee perceptions of what they contribute to the organization, what 

they get in return, and how their return-contribution ratio compares to others inside and outside 

the organization,' determine how fair they perceive their employment relationship to be (Adams, 

1963). Perceptions of inequity are expected to cause employees to take actions to restore equity. 

Unfortunately, some such actions (for example quitting or lack of cooperation) may not be helpful 

to the organization. This theory is relevant to this study as employees perform their duties 

expecting to receive equal employee benefits such as health insurance, retirement benefits and staff 

allowances but if they do not get those benefits they will be dissatisfied with work and as a result 

this can fuel employee turnover. 

Range of Affect Theory 

According to the Range of Affect Theory by Locke (1976), mostly known as job satisfaction 

model  ̧ the main principle of this presumption is that satisfaction is dogged by a discrepancy 

involving what one wants in his job and what one has in his job. Furthermore, the theory suggests 

that the amount of value one gives to a certain facet of his work, for instance the level of autonomy 



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and discretion in a position, justifies how satisfied or dissatisfied one tends to get when 

expectations are or are not met.  

Purpose of the Study 

The general objective of the study was to examine the influence of employee benefits on job 

satisfaction in Faith Based Institutions in Uganda, using a case of Church of Uganda, Provincial 

Secretariat.  

Objective of the Study 

To examine the influence of employee benefits on job satisfaction in Faith Based Institutions in 

Uganda, using a case of Church of Uganda, Provincial Secretariat.  

2.0 LITERATURE REVIEW 

The available literature highlights the influence and relevance of internal controls on fraud 

prevention.  

According to Jackson (2009), there are two primary types of benefits packages, traditional, and 

flexible benefits, each of which is more suited to specific types of employees. Traditional benefits 

include standard benefits such as, vacation time health, life, and disability insurance, retirement 

pensions, and education benefits. Likewise, Alison Doyle, (2018) agrees that flexible benefits plan 

include traditional benefits and may include other benefits such as, flexible work scheduled, stock 

options, health and wellbeing options such as, fitness center memberships, and family friendly 

benefits such as onsite daycare. Whereas, Gould (2000) argues that traditional benefits give 

employees standard benefits that are commonly expected in an employment setting. In contrast, 

flexible benefits include a wider variety of benefits and allow employees to choose benefits plans 

that are more suited to their personal needs and wants. 

Kafyeta (2015), conducted a study on factors influencing employees’ job satisfaction in public 

organizations in Tanzania Electric Supply Company Limited, findings show that most of 

employees were not satisfied with their jobs. The factors observed are satisfaction from job 

incentives, employees training and development, working environment, leadership, the extent of 

the employees’ involvement in decision making, fairness and equality of employees in promotion, 

and manager’s leadership. 

 In addition, although studies conducted and published in Uganda specifically on employee 

benefits and job satisfaction are scarce, Basaza, (2017), conducted on factors affecting the 

performance of employees at the Ministry of Health headquarters, Uganda, recommended that 

improving working conditions further, especially salaries and fringe benefits since these contribute 

to job satisfaction hence¸ boosting employee performance.  

According to Künzler (2016) to deal with such liabilities an employer is obligated to obtain and 

maintain an insurance policy, with an insurer approved by the Minister in respect of any liability 

that the employer may incur under this Act to any of his employees. 

Decenzo and Robbins, (2002) view employee benefits as the membership-based and nonfinancial 

rewards offered to attract and keep employees, while World at work (2010) asserts that, benefits 

form part of the five key elements that constitute Total Reward Package. These are compensation, 



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performance and recognition, career opportunities and development, work-life balance and 

benefits. According to Armstrong (2008), employee benefits are elements of remuneration given 

in addition to the various forms of cash pay. They also include items that are not strictly 

remuneration such as annual holidays.   

Currently, especially in the developed world, employee benefits packages have become an 

important part of the total compensation or organizational expenses. Employee benefits average 

40% of the total compensation package (DeCenzo & Robbins, 2010). Several studies have 

indicated that employee benefits are related to employee commitment, retention and job 

satisfaction. Soon Yew et al., (2008) suggest in their findings that both mandatory and fringe 

benefits were having significant and positive relationship with employee commitment leading to 

retention. Fringe benefits had higher relationship as compared to mandatory benefits. 

Todd (2016) notes that health benefits are frequently referred to by different terminologies. 

Alternative terminologies used include Essential Health Packages (EHB); Basic Health Package; 

Core Health Services; Package of Essential Health Services, and Minimum Health Package. She 

further notes that defining the benefit package as an Essential Health Benefit in part responds to 

health (and thus access to healthcare) as a human right, as outlined in the World Health 

Organization (WHO) Constitution (WHO, 2006 in Todd 2016) and as promoted through health for 

all and primary healthcare in the Alma Ata Declaration (WHO, 1978 in Todd 2016).  

According to Dixon, (2014), staff allowance is the money that a company or government agency 

provides to an employee for a specific purpose, such as transportation, healthcare costs or a flexible 

spending account. Staff allowances administered to employees can be distributed through regular 

payroll. 

In the words of Landon (2016), retirement is a stage of life where people withdraw from a position 

of active employment. She notes that retirement no longer focuses entirely on an event that occurs 

when one ends their primary working career, but it is now a stage of life and stage of human 

development that can extend beyond full-time work to part-time employment and the stoppage of 

work for pay.  

Job satisfaction has also been defined by Mullins (2005) as being 'more of an attitude of an internal 

state. It could, for example, be associated with a personal feeling of achievement, either 

quantitative or qualitative.' Mullins further state that concept of job satisfaction is regarded as 

complex and multifaceted (Mullins, 2005). 

Spector, (1997), Kinneman et al, (1997) have also explained Job satisfaction as 'a complex 

construct and is often measured as a global attitude of an employee toward his or her work'. That 

is, the employee is either satisfied or dissatisfied with the job. They have projected a number of 

elements (variables) that underlie this construct. These elements have been classified into 5 distinct 

dimensions: satisfaction with work attributes (the nature of the work, autonomy, responsibility), 

rewards (pay, promotion, recognition), other people (supervisors, co-workers), the organizational 

context (policies, promotion opportunities, procedures, working conditions), and self or individual 

differences (internal motivation, moral values), Locke (1976), Spector (1997), Cooket al, (1997). 

According to the 2015 Bureau of Labor Statistics’ National Compensation Survey, 72% of workers 

have access to health insurance as an employee benefit. Out of all workers, only 53% participate 



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in an employer provided health insurance plan.  Health insurance is one of the more complicated 

benefits provided by the organization, yet it employees who are on the health insurance in an 

organization feel motivated and secure.  Bank Frauds have now become a global phenomenon and 

generally, fraud inflicts untold hardship on bank owners, customers and their family members, as 

most bank failures are associated with large scales of fraud. The prevention of frauds is basically 

the responsibility of the management, through the establishment of an effective and efficient 

internal control system (Abiola and Oyewole, 2013). 

3.0 RESEARCH METHODOLOGY 

The study employed both secondary and primary sources of data. Primary data was collected using 

self-administered questionnaires comprising of both open and close ended questions from a sample 

of 113 respondents including top management, Finance department, health department, lands and 

estates, education department, human resource department, youth department, mission department, 

investment department, procurement department.  The study utilized both probabilistic and non-

probabilistic sampling techniques; that is, top managers, heads of departments were selected using 

purposive sampling because they were considered as the key informants, employees of the 

provincial secretariat were selected using simple random sampling. The data was then analyzed 

quantitatively using SPSS to obtain frequencies, standard deviation, mean, correlations and 

regression. The overall response rate was 81.4% and a non-response rate of 18.6% as 21 

questionnaires out of the overall total of 113 were not returned. 

Data Quality and Analysis 

A content validity index was used to check for clarity, simplicity, ambiguity and relevance of the 

instruments. Experts in the field were consulted about the content of the instruments, ambiguity of 

question items and their relevancy. There after the instrument was given to raters who rated the 

relevancy of each item and a content validity index was computed. The results were as follows; 

Table 1: Content Validity Index for Administered Questionnaire  

Raters Relevant Questions Total Number of Questions Rated Score 

Rater 1 52 57 0.912 

Average CVI   0.912 

Source: Primary Data, 2019 

The minimum CVI recommended in the survey studies is 0.7 (Amin, 2005: 288). The ACVI of 

0.912 renders the questionnaire valid and therefore reliable to collect data for the study. In this 

study, reliability of the measurement items was completed by running a reliability analysis 

utilizing SPSS v22 (Statistical Package for the Social Sciences) in order to obtain the Cronbach 

Alpha for each scale and checking the item to total correlations. The research questionnaire was 

checked for item consistence basing on Cronbach’s alpha test. The results are displayed in the table 

below. 

 



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Table 2: Cronbach Alpha Coefficient 

Item Cronbach Alpha Value No of items 

Health Insurance .751 10 

Retirement Benefits .817 17 

Staff Allowances .736 14 

Job satisfaction .700 10 

Overall .817 58 

Source: Primary Data, (2019) 

Table 2 reveals that all variable items had Cronbach Alpha Values greater than 0.7 indicating that 

the tools had high reliability.  The overall value for items in the questionnaire is 0.817.  This 

therefore implies that the research instrument was valid.  

4.0 RESEARCH FINDINGS 

The parameters that were highlighted during the analysis of the collected were twofold, namely, 

Whether the C.O.U Provincial Secretariat, had put in place appropriate employee benefits to 

influence job satisfaction and also whether theses institutions would improve on the staff 

allowances to help improve on job satisfaction. 

Table C: Descriptive Statistics on Monitoring Internal Controls 

Table 3: Descriptive Statistics of Health Insurance on Job Satisfaction 

Key Mean Std. Dev 

Health Insurance benefits offered by the organization meet employee 

satisfaction. 

2.8261 .89699 

Health Insurance offered is comprehensive  2.1522 .86361 

Health services offered are comprehensive  2.5000 .76316 

Health Services provided are satisfactory 2.5761 .98599 

Validity period given on the Health insurance card is satisfactory 2.4130 .85359 

Classification of the Health insurance services is accepted by all 

beneficiaries  

2.3804 .88755 

Efficiency of the health insurance system is satisfactory 2.7717 .91511 

The services of the Health insurance service provider meet all consumers 

needs  

2.6087 .76971 

The Health insurance services providers has mobile services like 

ambulances   

3.2174 .99257 

Other health insurance factors that influence job satisfaction 2.5435 .90679 

OVER ALL MEAN/ SD Valid N (List wise) 2.599 0.884 

Source: Field Survey, 2019 

The study gave the overall score mean value of 2.599 indicating that most of the respondents 

agreed and are uncertainty on the health benefits aspects which may imply lack of or poor or 

discriminatory offer of health benefits to staff.   



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Results of the Correlation Analysis 

Table 4: Showing Correlation Between Health Benefits and Job Satisfaction  

  Health Benefits Job Satisfaction 

Health Benefits Pearson Correlation 1 -.001 

Sig. (2-tailed)  .990 

N 92 92 

Job Satisfaction Pearson Correlation -.001 1 

Sig. (2-tailed) .990  

N 92 92 

Source: (Field Data, 2019) 

In an effort to find out the basic relationship between the health benefits and job satisfaction in 

Church of Uganda provincial secretariat (r = -0.01, Sig= 0.990) significance that is greater than 

0.05., this means that there is completely no connection between health benefits and job 

satisfaction basically because there are no health benefits provided to the employees at the C.O.U 

provincial secretariat. 

Table 5: Descriptive Statistics on Staff Allowances 

 Mean Std.Dev. 

The per diem given to staff is sufficient 3.359 .9208 

The out of pocket fees given to staff enhance job satisfaction 3.076 .8152 

Organizational allowances on accommodation motivates workers 3.391 .8889 

Allowances on airtime is sufficient to all employees 3.087 .9096 

Employees are contended with their transport allowances 3.283 .9297 

Lunch allowances given to employees is satisfactory 3.349 .8699 

Commissions on business brought into the organization is sufficient  2.141 .9559 

The condolence package given to employees for loss of close relatives is 

sufficient 

3.228 1.232 

The availed annual leave allowance is enough to give job satisfaction 2.695 .9577 

Marriage motivation benefits are sufficient 2.282 .8935 

The travel allowances enhance job satisfaction. 3.021 .9255 

Qualification allowances are sufficient enough that they create job 

satisfaction  

3.097 1.158 

There is a motivation for club memberships which creates job satisfaction 1.858 .792 

There exists a sufficient overtime compensation policy system 2.630 1.136 

 Fuel and transport allowances are sufficient to enhance job satisfaction 2.750 .88485 

The organization has good motivational transport facilities like vehicles, 

motor bikes which create job satisfaction 

3.337 1.20691 

There are other allowances that create job satisfaction but are not 

considered here. 

3.41 1.15931 

Overall Mean/SD 2.941 0.978 

Source: Field Survey, 2019 



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Although there is a general uncertainty in responses to this aspect, other researchers have found 

out that staff allowances as part of employee benefits are a useful instrument in the hand of the 

management to contribute to the institutional effectiveness and can impact positively on the 

behavior and productivity of employees. However, benefits determine the attraction and retention 

of employees to attain organization objectives. Adeoye and Fields (2014), attested that benefits are 

major factor in attracting and retaining staff. 

Table 6: Showing Correlation between Staff Allowances and Job satisfaction 

  Staff Allowance Job Satisfaction 

Staff Allowance Pearson Correlation 1 .253* 

Sig. (2-tailed)  .015 

N 92 92 

Job Satisfaction Pearson Correlation .253* 1 

Sig. (2-tailed) .015  

N 92 92 

*. Correlation is significant at the 0.05 level (2-tailed). 

Above table shows the relationship between staff allowance (independent variable) and job 

satisfaction (Dependent variable).  It shows that through bivariate means, the correlation between 

staff allowances and job satisfaction is (r) = 0.253. This implies that there is a weak positive 

relationship between the two variables. Since the P value is 0.015 which is less than 0.05 

(P=0.015>0.05) the impact is significant. The positive value implies that a positive change in staff 

allowances results into a positive change in job satisfaction and vice versa.  

Table 7:  Showing Model Summary for Staff Allowances and Job Satisfaction 

Model R R Square Adjusted R Square Std. Error of the Estimate 

1 .253a .064 .053 .380 

a. Predictors: (Constant), Staff Allowance  

Source: Field Survey, 2019 

The regression results presented in table 7 above show the, adjusted R square value of 0.053, it 

implies that staff allowances influences job satisfaction at the C.O.U Provincial Secretariat by only 

5.3% the remaining percentage which is 94.7% of job satisfaction is accounted for by other factors. 

This means that an increase in staff allowances results into a corresponding increase in job 

satisfaction and a corresponding decrease in staff allowances results into a decrease in job 

satisfaction in the C.O.U Provincial Secretariat. Further¸ an ANOVA was run and the results are 

presented n table 8 below: 

 

 



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Table 8: Showing ANOVA values for Staff Allowances and Job Satisfaction 

Model Sum of Squares df Mean Square F Sig. 

1 Regression .884 1 .884 6.136 .015a 

Residual 12.971 90 .144   

Total 13.855 91    

a. Predictors: (Constant), Staff Allowance    

b. Dependent Variable: Job Satisfaction    

Source: Field Survey, 2019 

The results in table 8 above indicate that the regression model does predict the dependent variable 

significantly. There is a statistical significant relationship in the regression model which is 

indicated by F = 6.136 and Sig = 0.015 which is less than 0.05. This is also supported by the 

regression mean square value of 0.884 compared to the residual mean square of 0.144 which is 

significant. This therefore confirms that there is a relationship between staff allowances and job 

satisfaction in C.O.U Provincial Secretariat. 

In order to be conclusive¸ coefficient analysis was done and results are presented n table 5.5 below: 

Table 9: Showing Coefficients of Staff Allowances and Job Satisfaction 

Model 

Unstandardized 

Coefficients 

Standardized 

Coefficients 

t Sig. B Std. Error Beta 

1 (Constant) 2.488 .238  10.446 .000 

Staff Allowance .198 .080 .253 2.477 .015 

a. Dependent Variable: Job Satisfaction    
 

Source: Field Survey, 2019 

Results from table 9 give t and Beta values. The t – values tests the relationship that the confident 

is different from 0. To reject this, you need a t-value greater than 1.96 (for 95% confidence 

interval). The t-value for staff allowance is 2.477 which is greater than 1.96. This implies that staff 

allowances have a significant influence on job satisfaction in the C.O.U Provincial Secretariat 

considering a significant factor of (Sig. = 0.015) and the standardized beta coefficient of 0.253 

imply that one-unit increase in job satisfaction is caused by 0.253 increase in staff allowances 

based on the equation Y= C+ βx where Y = (dependent variable), x = staff allowance (independent 

variable, β = 0.253 and C = constant. This therefore means that there is a relationship between staff 

allowances and job satisfaction in the C.O.U Provincial Secretariat. 

 

 

 



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Table 10: Descriptive Statistics on Retirement Benefits  

Generally most of the items generated disagreements with a means score of 2.44 that indicates that 

preparing employees to plan for retirement is largely not considered by the COU Provincial 

Secretariat. Employee need to be certain of comfort in retirement and when no plans are made it 

affects job satisfaction. These findings contradicts the assertion of Hsin His (2011) who argue that, 

the design of compensation and benefits packages is critical in determining employee levels of 

satisfaction and can influence employee performance and turnover. 

 

 

 

 Mean Std. Dev. 

My pension plan is funded entirely by the provincial secretariat and this 

ignites me to look forward to it 

2.891 1.1716 

The organization makes regular monthly contributions to my NSSF 3.695 1.0867 

Severance pay is given in addition to pension or unemployment insurance 3.021 1.0161 

The organization has a pension scheme which enhances job satisfaction and 

productivity 

2.793 1.0434 

There is provision of a general provident fund which enhances job retention 2.5217 .9432 

There is a functioning company SACCO where individuals savings are kept, 

invested and issued on retirement 

2.293 1.2183 

The secretariat provides medical after retirement which enhances job 

satisfaction 

1.706 .7919 

There is a gratuity fund which enhances the gratuity package 2.630 1.0865 

Forced retirement due to injury and accident is catered for financially and 

medically 

1.978 .8251 

There is a send of and farewell party that enhances employee ego on 

retirement 

2.163 1.092 

There are unemployment financial benefits that enhance job satisfaction 2.358 .8966 

There are profit sharing plans on retirement which enhance job satisfaction 2.413 .9738 

Fixed company contributions enhance retirement plans and job satisfaction 2.239 .9419 

Forced retirement caused by accident while on duty is well catered for 1.946 1.0203 

There are other retirement benefits that enhance job satisfaction 2.011 1.0109 

OVERAL MEAN/SD 2.444 1.008 



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Table 11: Showing Correlation Between Retirement Benefits and Job Satisfaction 

  Retirement Benefits Job Satisfaction 

Retirement Benefits Pearson Correlation 1 .260* 

Sig. (2-tailed)  .012 

N 92 92 

Job Satisfaction Pearson Correlation .260* 1 

Sig. (2-tailed) .012  

N 92 92 

*. Correlation is significant at the 0.05 level (2-tailed).  

Source: Field Survey 2019 

Results in table 11 above show the relationship between retirement benefits (independent variable) 

and job satisfaction (Dependent variable), it shows that through bivariate means, the correlation 

between retirement benefit and job satisfaction is (r) = 0.260 implying that there is a weak positive 

relationship between the two variables. Since the P value is 0.012 which is less than 0.05 (P< 0.05) 

it means that there is a significantly positive relationship between retirement benefits and job 

satisfaction. The positive value implies that a positive change in retirement benefits results into a 

positive change in job satisfaction and vice versa. 

Table 12: Showing Model Summary for Retirement Benefits and Job satisfaction 

Model R R Square Adjusted R Square Std. Error of the Estimate 

1 .260a .068 .057 .379 

a. Predictors: (Constant), Retirement Benefits 

Source: Field Survey, 2019  

The regression results presented in table 12 above show the, adjusted R square value of 0.057 

which implies that retirement benefits at the C.O.U Provincial Secretariat influences job 

satisfaction by only 5.7% and the remaining percentage which is 94.3% of job satisfaction is 

accounted for by other factors. This implies that there is a significant positive relationship between 

retirement benefits and job satisfaction in C.O.U Provincial Secretariat. This means that an 

increase in retirement benefits results into a corresponding increase in job satisfaction and a 

corresponding decrease in retirement benefits results into a decrease in job satisfaction in the 

C.O.U Provincial Secretariat. 

 

 

 

 

 

 



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Table 13: Showing ANOVA values for Retirement Benefits and Job satisfaction 

Model Sum of Squares df Mean Square F Sig. 

1 Regression .940 1 .940 6.549 .012a 

Residual 12.915 90 .144   

Total 13.855 91    

a. Predictors: (Constant), Retirement Benefits    

b. Dependent Variable: Job Satisfaction    

Source: Field Survey 2019 

Analysis of variance (ANOVA) was done between aspects of retirement benefits on job 

satisfaction at 95% confidence level, result from table 13 above shows that the independent 

variable predicts the dependent variable significantly. There is a statistical significance of the 

regression model indicated by F value = 6.549, P = 0.012 which is less than 0.05. This is also 

supported by the regression mean value of 0.940 compared to the residual mean square of 0.144 

which is significant to zero. This therefore confirms that, there is a relationship between retirement 

benefits and job satisfaction, in C.O.U Provincial Secretariat. 

Table 14: Coefficients of Retirement Benefits and Job satisfaction 

Model 

Unstandardized 

Coefficients 

Standardized 

Coefficients 

t Sig. B Std. Error Beta 

1 (Constant) 2.560 .203  12.598 .000 

Retirement Benefits .209 .082 .260 2.559 .012 

a. Dependent Variable: Job Satisfaction    
 

Source: Field Survey 2019 

Results from table 14 give t and Beta values. The t – values tests the relationship that the coefficient 

is different from 0. To reject this, you need a t-value greater than 1.96 (for 95% confidence 

interval). The t-value for retirement benefits is 2.559 which is greater than 1.96. This implies that 

retirement benefits have a significant influence on job satisfaction in the C.O.U Provincial 

Secretariat considering a significant factor of (Sig. = 0.012). Also the standardized beta coefficient 

of 0.260 implies that one-unit increase in job satisfaction is caused by 0.260 increase in retirement 

benefits based on the equation Y= C+ βx where Y = (dependent variable), x = retirement benefits 

(independent variable, β = 0.260 and C = constant. This therefore means that there is a relationship 

between retirement benefits and job satisfaction in the C.O.U Provincial Secretariat. 

 

 

 



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Table 15: Descriptive Statistics of Job Satisfaction 

Source: Field Survey 2019 

They were views recorded during the interviews. 

One of the respondents revealed that, “the administration of the Provincial Secretariat comes up 

with regular retreats where staff convene and refresh themselves with aspects concerning the 

secretariat,” this will help members to remain committed towards their work that would aid the 

fulfillment of the vision and mission of the Provincial Secretariat. 

Another respondent revealed that, the Secretariat should set up an independent staff welfare 

department that should ensure and through which the welfare logistics can be channeled 

Discussions and Recommendations 

Findings; 

The influence of Health Benefits on Job satisfaction  

Study findings as presented in table 4.1 revealed that, at the C.O.U. provincial secretariat; 

employees are not sure whether health insurance benefits offered by the organization meet 

employee satisfaction (mean= 2.8261 and SD = 0.896). Health insurance offered not 

comprehensive, (mean = 2.1522 and SD= 0.86361), health services offered are not comprehensive 

(mean = 2.5 and SD= 0.76316), health services provided are not satisfactory (mean = 2.5761 and 

SD= 0.98599), validity period given on the Health insurance card is not satisfactory (mean = 

2.4130 and SD= 0.85359), classification of the health insurance services is not accepted by all 

beneficiaries (mean = 2.3804 and SD= 0.88755), efficiency of the health insurance system is 

satisfactory (mean = 2.7717 and SD= 0.91511), the services of the Health insurance service 

 Mean Std. Dev. 

Am treated well so am willing to continue serving the provincial secretariat 3.4239 .86740 

I feel proud to tell people that I work with the Provincial secretariat  

3.3043 

 

1.20201 

I feel and speak positive about the provincial secretariat 3.0217 1.11905 

I can recommend a friend or relative to apply for a job in the C.O.U 

provincial secretariat 

2.8152 1.02635 

I am willing to work for the secretariat till retirement 3.0326 1.01040 

I don’t intend to leave the provincial secretariat because am contented and 

satisfied 

2.7283 1.13972 

I feel comfortable whenever am performing my tasks 3.1957 1.26003 

My efforts at the provincial secretariat are recognized 2.9239 1.13131 

I perform my tasks with commitment and dedication because I like the 

organization 

3.0761 1.20652 

I will keep on renewing my contract with this organization 3.1739 1.22796 

MEAN/SD 3.07 1.119 



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provider do not meet all consumer needs (mean = 2.6087 and SD= 0.76971),  health insurance 

services providers do have mobile services like ambulances (mean = 3.2174 and SD= 0.99257) 

and that there are other health insurance factors that influence job satisfaction (mean = 2.5435 and 

SD= 0.90679).   The researcher obtained an overall mean of 2.599 and an overall standard 

deviation of 0.884 which shows that generally respondents were not sure about the statements 

concerning the effect of health insurance on job satisfaction in the C.O.U Provincial Secretariat. 

Pearson’s correlation between health insurance and job satisfaction (table 4.2) illustrates that there 

is no relationship between the two variables with r=-0.001 and p = 0.990. This means that there is 

completely no connection between health benefits and job satisfaction basically because there are 

no health benefits provided to the employees at the Church of Uganda provincial secretariat. This 

finding proves that there is no relationship between health benefits and job satisfaction in the 

Church of Uganda provincial secretariat.   

The Effect Staff Allowances on Job Satisfaction  

Pearson’s correlation between staff allowances and job satisfaction illustrates that there is a weak 

positive relationship between the two variables with r=0.253 and P = 0.015. Since the P value is 

0.253 which is greater than 0.05 (P>0.05) the impact is significant. The positive value implies that 

a positive change in staff allowances results into a positive change in job satisfaction and vice 

versa, therefore, it can be concluded that there is a very weak positive statistical relationship 

between staff allowances and job satisfaction in the C.O.U Provincial Secretariat. 

In relation to the adjusted R square value (table 5.3), staff allowances contribute only 5.3% to the 

variations in job satisfaction in the C.O.U Provincial Secretariat. The remaining percentage is 

influenced by other factors. 

Results of the study in table 5.4 indicate the regression model does predict the dependent variable 

significantly well since there is a statistical significant relationship of the regression model which 

is indicated by F = 6.136 and P = 0.015 which is less than 0.05. This is supported by the regression 

mean square value of 0.884 compared to the residual mean square of 0.144 which is significant. 

This therefore confirms that there is a very weak positive significant statistical relationship 

between staff allowances and job satisfaction in the C.O.U Provincial Secretariat. Hence a positive 

change in staff allowances results into a positive change in job satisfaction.  

The Relationship Between Retirement Benefits and Job Satisfaction 

 Pearson’s correlation of retirement benefits and job satisfaction illustrates that there is a weak 

positive relationship between the two variables. Since the P value is 0.012 which is less than 0.05 

(P< 0.05) which means that there is a significantly positive relationship between retirement 

benefits and job satisfaction. The positive value implies that a positive change in retirement 

benefits results into a positive change in job satisfaction. In relation to the adjusted R square value 

(table 6.3), shows that retirement benefits at the C.O.U Provincial Secretariat influences job 

satisfaction by only 5.7% and the remaining percentage which is 94.3%  is influenced by other 

factors. 

Results of the study in table 6.4 indicate the regression model predicts the dependent variable 

significantly well. There is a statistically significant relationship predicted by the regression model 

indicated by F value = 6.549, P = 0.012 which is less than 0.05. This is also supported by the 



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regression mean value of 0.940 compared to the residual mean square of 0.144 which is significant 

to zero. This therefore confirms that, there is a relationship between retirement benefits and job 

satisfaction, in C.O.U Provincial Secretariat. This section presents the recommendations on the 

influence of employee benefits on job satisfaction in C.O.U Provincial Secretariat. They are 

presented as per the study objectives. 

The Effect of Health Insurance on Job Satisfaction 

Basing on the study findings and conclusions, the study made the following recommendations: 

i. Most aspects of health insurance were rated uncertain, implying that there need make general 

modification of the health insurance policy such that in future it can be impactful to all 

employees.  

ii. Respondents indicated segregation in the administration of health benefit scheme, there is 

need to make the health benefit scheme accessible to all employees irrespective of their 

positions. 

iii. The study also recommends that the secretariat puts emphasis on unification of the health 

insurance policy such that employees can benefit out of it equally. 

The Effect Staff Allowances on Job Satisfaction  

Basing on the study findings and conclusions, the study made the following recommendations; 

i. Staff allowances provided to employees in the C.O.U Provincial Secretariat need to be made 

more significant by repackaging them because it was established that most of the ones availed 

do not directly impact on the individual employee but rather an aid in helping them perform 

their duties. 

ii. There is need to improve or increase the amount given as allowances in order to have more 

impact on job satisfaction. 

iii. It’s recommended that consistency in giving out allowances to employees should be 

prioritized and this will help in meeting set targets, this should be done basing on appraisal 

performance.  

The Relationship Between Retirement Benefits and Job Satisfaction 

Basing on the study findings and conclusions, the study made the following recommendations:  

i. The secretariat should capitalize on the retirement benefits that have created high levels of job 

satisfaction like NSSF provident fund, unemployment insurance and gratuity. 

ii. The study recommends that employees who are approaching retirement should be trained on 

how to manage finances, profitable business venture, and trainings in life after retirement. 

iii. It is further recommended that part of the retirement package is availed to employees a few 

years before they retire so as to help them start preparing early. 

 

 

 



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CONCLUSION AND RECOMMENDATIONS 

The findings of this study revealed that employee benefits in terms of health insurance, staff 

allowances and retirement benefits contribute to job satisfaction in an organization. Employee 

benefits should be communicated to the employees in the different departments through their 

departmental managers.  Hence, this study encompasses the managerial implication by estimating 

that managerial understanding of employee benefits within the organization 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



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