In Kenya today, the structure of salaries – both in the public and private sectors – remains largely shaped by job titles and seniority, rather than by academic qualifications.

In most organisations, the bigger the office, the heavier the pay slip, regardless of one’s level of education.

This results in glaring disparities where individuals with minimal academic credentials often earn significantly more than colleagues with advanced degrees, simply because they occupy higher-ranking positions. 

It is not uncommon to find a CEO or senior manager with only a KCSE certificate or diploma drawing a higher basic salary than a subordinate with a master’s or even a doctoral degree.

While allowances tied to leadership roles – such as responsibility, housing, or transport – may be justifiable, the elevated basic salary often fails to reflect the knowledge and skill base that comes with formal education. 

Such a structure brings several problems. First, it demoralises highly educated staff, whose academic investment appears unrewarded.

Second, it creates a sense of inequity and favouritism, especially where promotions are not based on merit.

Lastly, it discourages investment in higher education, particularly when the financial return is minimal or nonexistent. 

To address this imbalance, a new and more equitable model is worth considering.

This proposed framework would peg an individual’s basic salary to their highest academic qualification, while tying allowances and other benefits to the office held.

In this system, whether one is a supervisor or CEO, the core salary reflects academic attainment, while the benefits recognise the responsibilities and stature of the role. 

Take, for example, a CEO with only a KCSE certificate. They may have been appointed based on experience, vision, or leadership qualities – and rightly so.

But their basic salary would correspond to their KCSE qualification, not to the executive title they hold.

They would, however, receive full benefits attached to the CEO’s office, including an official vehicle, travel perks, and entertainment allowances.

This model ensures fairness – rewarding leadership while still acknowledging the value of academic effort. The rationale for this system is strong.

It promotes fairness and transparency, ensuring that salaries reflect both role and personal achievement.

It also encourages lifelong learning, giving employees a financial incentive to further their studies.

Importantly, it helps to reduce resentment among more qualified employees who may feel sidelined or undervalued.

And perhaps most significantly, it lays the groundwork for a merit-based, transparent remuneration structure, where both education and job responsibilities are recognised. 

Globally, several countries already embrace similar systems, including Germany, Singapore, and South Africa. 

Kenya can learn from these examples by introducing clear academic-based salary bands, using hybrid models that also reward leadership and performance, and standardising pay structures across institutions.

These steps would bring clarity, reduce internal workplace tensions, and ensure the country retains top talent. 

The writer is a Professor of Chemistry at the University of Eldoret, a higher education Expert, and a quality assurance Consultant