Ngima and Kyongo (2013) examined the relationship between compensation and employee
performance among 120 employees across various organizations in Kenya. Compensation
referred to aspects like pay level, bonuses, benefits, and incentives. The researchers found that
compensation had a significant positive effect on employee performance. Specifically, higher
levels of compensation were correlated with improved performance ratings. Ngima and Kyongo
reported that compensation had a standardized beta coefficient of β = 0.42 (p < 0.01) when
regressed on employee performance. This indicated that as compensation increased, employee
performance also tended to increase. In other words, employees who received higher pay,
bonuses, and benefits exhibited stronger job performance according to the measures used in the
study. The findings demonstrated that boosting compensation can positively impact how well
employees perform their roles, at least within the Kenyan work context explored.
Ogunlana et al. (2021) examined the relationship between compensation and job performance
among 308 construction workers in Nigeria. They specifically investigated the direct impact of
compensation on performance. The researchers found that compensation had a direct positive
impact on the workers' job performance. Through path analysis, Ogunlana et al. reported a
standardized path coefficient of 0.42 (p < 0.001) between compensation and job performance,
indicating a moderate direct relationship. In other words, higher levels of compensation,
including pay level, bonuses, and benefits, led to better performance ratings among these
Nigerian construction employees. The study provided evidence that increasing compensation can
boost how well workers perform their construction-related duties. The findings demonstrated the
value of competitive compensation for motivating and rewarding job performance in the
Nigerian construction industry context.
Chen et al. (2021) conducted a meta-analysis examining the relationship between job insecurity
and job performance. They analyzed data from 41 independent studies encompassing over
25,000 employees across a variety of organizations and countries. The meta-analysis confirmed a
significant negative relationship between job insecurity and job performance. Specifically, the
meta-analytic correlation between the two variables was found to be r = -0.23 (p < 0.001),
indicating those who felt less secure in their jobs tended to receive poorer performance ratings.
This relationship held true
