Relationship Between Reward System and Work Performance of Faculty Members in Private Universities and Colleges in Camarines Sur, Philippines

This empirical investigation examines the interrelationship between reward systems and faculty work performance in private higher education institutions in Camarines Sur, Philippines. Employing a descriptive-correlational research design, the study analyzed monetary and non-monetary reward implementations through the theoretical lenses of Equity Theory, Expectancy Theory, Goal Setting Theory, Self-Determination Theory, and Social Exchange Theory. The research methodology incorporated a validated survey instrument (Cronbach's α = .958) administered to faculty members across four accredited private universities. Statistical analysis revealed a moderately strong positive correlation (r = 0.425, p < 0.05) between reward systems and faculty performance, with non-monetary rewards showing stronger correlations with work quality (r = 0.597) and quantity (r = 0.533). Faculty demonstrated exceptional performance in teaching load (mean: 3.28) and institutional service (mean: 3.24), though research productivity remained lower (mean: 2.90). Notably, timeliness of work showed minimal correlation with both reward types, suggesting intrinsic motivation drives punctual task completion. The findings revealed institutions' pronounced preference for non-monetary incentives over financial compensation, particularly in professional development and career advancement opportunities. This study contributes to educational management literature by providing empirically grounded insights for developing contextualized reward frameworks in resource-constrained private higher education settings, emphasizing the significance of balanced incentive systems in enhancing faculty performance.