The study examined how reward programs affect Ghana Revenue Authority employees’ work behavior. Incentives are needed to model employee conduct that improves these companies’ bottom lines. Employees who create payment structures to promote ideas like fair wages or trade should be fairly paid. This study sought to comprehend employee benefits and how they compare to those of rivals. Again, how equitable is the reward system of the organization in terms of comparators and referents; how helpful are the incentive system to the employer-employee relationship; what kinds of incentives do employees want; and ultimately, does the reward system accurately anticipate workers’ job behavior?
Tournament and Vroom’s expectation theory of motivation and agency underpinned the study. The study included GRA Volta workers. 47 Volta employees participated in the study. This study used in-person observations, semi-structured interviews, and document assessments.
The study data analysis included finding subjects, categorising material, and verifying transcripts for emergent trends. In all, the research led to the identification of 14 recurring themes and these are (1) Individual and group incentives, as well as all kinds of rewards, both financial and not, are needed. (2) Encouragement and motivation. (3) Reward hard effort, since current incentive favour management and hardworking employees. (4) Professional training’s financial and non-financial advantages. (5) No schooling was offered. (6) Relationship health. (7) Gratitude, effort, and recognition are key. (8) Motivational effects may originate from the environment or from inside a person. (9) High and low levels of happiness. (10) A lack of acknowledgement and recognition that is adequate. (11) Relationship that are deplorable, connections that are satisfactory, nice relation and formal relationship. (12) Job security. (13) Improvement, reorganisation of reward system, and political influence, all had a role. (14) Prefer monetary over non-monetary reward, individual over group reward.
To impact and motivate workers, all must employ financial and non-financial reward methods. The study participants felt that management must continue to reward them financially and non-financially, even though they do not consider their salaries rewards.