The Contribution of Financial Reward System on Job Satisfaction of Non-Commissioned Officers in the South Sudan People’s Defence Force

Abstract

Purpose: This paper examines the contribution of the financial reward system to job satisfaction among non-commissioned officers (NCOs) in the South Sudan People’s Defence Force (SSPDF). The study quantifies the share of variation in overall job satisfaction explained by financial reward perceptions and situates pay within a broader set of job satisfiers (supervision, social ties, recognition). Design/methodology/approach: A convergent mixed-methods design was used. Quantitative data derive from a structured survey administered at SSPDF GHQ (N = 166). Analyses included descriptive statistics, Pearson product-moment correlation and both simple and multiple linear regressions. Qualitative data were collected through focus group discussions and semi-structured interviews (n ≈ 20) and thematically coded to contextualise quantitative findings. Findings: Bivariate analysis shows a positive, statistically significant correlation between military reward management and job satisfaction (r = .358, p < .01). A simple linear regression indicates the military reward system accounts for approximately 12–13% of variance in job satisfaction (R² ≈ .128; F(1,164) = 24.164; p < .01). In the multiple regression model, satisfaction with pay is a substantive predictor (standardized β ≈ .339, p < .001) alongside supervisory quality and social cohesion measures. Qualitative narratives explain mechanisms: pay reduces household strain (instrumental effect) but its motivational value is conditioned by timeliness, perceived fairness and supervisory behaviour (procedural and relational moderators). Practical implications: Financial rewards are necessary but not sufficient. Policy should prioritise timely and transparent payment systems, integrate pay with family-centred facilitation, and strengthen supervisory development and low-cost recognition mechanisms to magnify the effect of pay on job satisfaction. Originality/value: The study contributes empirical evidence from a fragile-state military that quantifies the modest yet meaningful contribution of financial reward systems to NCO job satisfaction and demonstrates the importance of complementary administrative and relational reforms.