CHAPTER ONE

BACKGROUND OF THE STUDY

1.0 Introduction

Somaliland Education Service has the sole responsibility of making sure quality Education is not

sacrificed to the detriment of students. In view of this, Somaliland Education Service has put in

place a mechanism to ensure that teachers are motivated to give up their best to ensure that

students acquire the necessary skills and knowledge to further their studies. These include further

studies, teachers ‘motivation by parent-teacher association, and many others which are both

intrinsic and extrinsic.

Organizations require a number of resources, strategies, and techniques in order to succeed.

From capital to a business site and to employees, all of these are essential for a business to work.

While these components are significant, values, particularly motivation, is also recognized as a

vital business element, especially in enabling organizational transformation and enhancement.

Motivation permits the business owners and employees to be resourceful, responsible, and

productive in performing daily business tasks, which in turn helps in uniting the business with its

consumers. By means of motivating the employees, managers are able to encourage them to

work towards a common goal. This principle also helps the employees to become more

productive, enabling enhancement and transformation to take place.

Often, a person has the desire and ambition to get something done or achieve a certain goal but

lacks the push, the initiative, and the willingness to take action. This is due to a lack of

motivation and inner drive. Motivation strengthens ambition, increases initiatives, and gives

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direction, courage, energy, and the persistence to follow organizational goals. A motivated

person takes action and does whatever it needs to achieve organizational goals.

Motivation is one of the most important keys to success. When there is a lack of motivation, the

organization either gets no results or only mediocre results, whereas when there is motivation the

organization attains greater and better results and achievements. Lack of motivation shows a lack

of enthusiasm, zest, and ambition, whereas the possession of motivation is a sign of strong

desire, energy, and enthusiasm, and the willingness to do whatever it takes to achieve what the

organization sets out to do.

Often an employee knows how to perform correctly, the process is good, and all resources are

available, but for one reason or another, chooses not to do so, which normally means it is a

motivational issue. While many jobs have problems that are inherent to the position, it is the

problems that are inherent to the person that normally causes the employer to lose focus from the

main task of getting results. These motivational problems could arrive from family pressures,

personality conflicts, and a lack of understanding of how the behavior affects other people or

processes (Military leadership, 1993).

Employees are a company ‘s livelihood. How they feel about the work they are doing and the

results received from that work directly impact an organization’s performance and, ultimately, its

stability. For instance, if an organization’s employees are highly motivated and proactive, they

will do whatever is necessary to achieve the goals of the organization as well as keep track of an

organization's performance to address any potential challenges. This two-prong approach builds

an organization’s stability. An organization whose employees have low motivation is completely

vulnerable to both internal and external challenges because its employees are not going the extra

mile to maintain the organization’s stability. An unstable organization ultimately underperforms.

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Lack of motivation equates to less work being accomplished. Productivity does not disappear; it

is usually transferred to aspects not related to the organization’s work. Things like personal

conversations, internet surfing, or taking longer lunches cost the organization time and money.

Reduced productivity can be detrimental to an organization’s performance and future success.

The job of a manager in the workplace is therefore is to get things done through employees. To

do this the manager should be able to motivate employees, but that is easier said than done.

This study will look at what motivates employees of Ubaya Binu Kacab school to perform to the

expectation of School Management and what corresponding benefits the school achieves to meet

its target.

1.1 Theoretical/Conceptual Framework

This Study is patterned to several motivational theories, Fredric Taylor, McGregor’s, Abraham

Harold Maslow’s theory of need, Perfectos Sison’s theory, Herzberg’s theory of hygiene and

motivational factors, and the human resource management paradigm and important concepts of

motivation, extrinsic motivators, intrinsic motivators, performance management approaches,

good work performance, and good organizational performance. This section brings to light what

can be done in order to motivate workers to perform and achieve organizational objectives and

goals.

1.1.1 Theories of Motivation

A number of theories have been advanced in an attempt to explain why individuals behave the

way they do. An understanding of these theories provides the basis for the managers to

understand human behavior to tasks and activities that are mutually beneficial to both the worker

and the organization. These are two broad categories of motivational theories.

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1. The early theories of motivation and

2. Contemporary theories of motivation.

1.1.2 Early Theories of Motivation

1.1.2.1 Classical Theories: Fredric Taylor (1975) is generally described to be the classical

theory. He is known as the father of “scientific management”. In his view, men could produce

more if only they learn more. His plan was unique in that greatly increased the reward of high

productivity. These men were able to doubt their wages under the system. However, the

assumption that money is the best motivation fails to pass the test. Those people can motivate by

money and rise above its power. This view fails to specify other important consideration that

affects individuals in the workplace.

1.1.2.2 MC Gregor Douglas Theory X and Y:

This was one of the earliest theories of motivation to assist managers to motivate their workers.

In particular, it was a challenge to the traditional view that all employees are lazy individuals

who needed constant supervision and the use of force to get them to work hard. Douglas

McGregor (1951) concluded that the perception of the manager about the employee determines

how they had led and treated at work. McGreo (1957) postulated two theories in the perception

of managers about the employees at work Theory X and theory Y. He held that theory X

represents the traditional assumption that workers cannot be trusted and they must be forced or

threatened to get them to do their work. He proposed theory Y be adopted instead, as a better

approach to handling workers in the organization. This is a set of assumptions that workers do

not necessarily dislike work and are capable of controlling themselves at work if they are given

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draws much from the self-fulfilling properly that the attitude of workers is largely re-informed

the disposition of their bosses to them in terms of the level of trust and confidence.

1.2..1 Assumption of Theory X

1. The average human being has an inherent dislike for work and will avoid it if he can.

2. Because of this characteristic, most people must be coerced, controlled, directed, and

threatened with punishment so that they will work toward the organizational goals.

3. The average human being prefers security and avid responsibility.

1.2.2 Assumption of Theory Y

1. The expenditure of physical and mental effort in work is as natural as play if they are

satisfactory.

2. External control threat of punishment is not the only means of bringing about efforts.

3. Commitment is a formation of reward associated with their achievement.

4. The average worker learns under the proper condition not only to accept but also to seek

responsibility. Avoidance of responsibility, lack of ambition, and emphasis on security is

general consequences of experience and not inherent human characteristics.

5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity

in the solution of the organizational problem is widely not narrowly distributed among the

workers.

6. Under the condition of modern industrial life, the intellectual potentialities of the average

human being are only partially utilized.

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McGregor (1957), proposed these techniques focused primarily on three managerial and

improving the flow of communication between supervisors and subordinates.

According to Knoor (1968), clearly, theory X is pessimistic and mini control is primarily

external, that is superimposed on the subordinate by the supervisors. In contrast theory Y is

optimistic dynamic flexible, with an emphasis on self-direction and integration of individual

needs with organizational demands.

1.3. Abraham Maslow’s Hierarchy of Need Theory

Abraham Maslow (1954), a psychologist conjectured that basic need is the same for all human

beings. He found out that different people, and organizations satisfy these needs, in different

ways. He conclude that human needs are existing in a hierarchical order starting with the lower

order need to the higher needs and he stated that when one set of need is satisfied it ceased to be

a motivator and the next set of needs occupy the attention of the individuals.

Additionally, he streamlined the needs in the order of proportion as follows.

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1.4. Contemporary Theories of Motivation

1.4.1 Victor Vroom’s Expectancy Theory: Victor Vroom (1965) proposed the expectancy

theory of motivation. This theory explains motivation from the point of view that how

hard a person works essentially depends upon the expectation of the person from the hard

work and it is based on three key variables.

1.4.2 Valence: The means the strength of a person’s preference for particular values or

anticipated satisfaction from the outcome of a particular behavior. It could be considered

negative or positive, it is positive where the person prefers achieving the outcome and

negative is where the person prefers to avoid the outcome.

1.4.3 Instrumentality: This is referring to the relationship between the reward desired by the

individual and his or her performance in terms of achieving the goals and objectives of

the organization. Vroom went ahead to distinguish between the first and second level of

the outcome of behavior, to be, the first level outcome is the performance of an individual

in the organization, and the second level is the rewards for his or her performance.

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1.4.4 Expectancy: In this context, expectancy means the likelihood or probability that the

choice of a particular action will lead to the desired outcome. In other words, it is the

relationship between a chosen course of action and its expected outcome. The nature of

an action of effort applied in the organization by the worker is determined by it is

propensity to lead to the desired reward. Expectancy is reduced to a probability of

between + 1.0.

1.4.5 Equity Theory of Motivation: The equity theory of motivation was propounded by T.S.

Adam (1964). The theory proves that people are not only concerned with maximizing the

amount of payment but also the fairness of the payment, the theory is concerned with

comparison among input and outcomes. The primary concern is with the relation

between an individual input, outcome, or rationale of a person with whom he compares

himself. The comparison is showing as following input.

1.4.6 Input: Are whether the individual previewed as an investment in job (effort), education,

time, skill training, intelligence and social (status) contribution.

1.4.7 Outcome: Are those things that are view as returns on this inversion (money, recognition

working condition, fringe, benefits, and job status symbols). When the comparison

process yields an imbalance it basis for motivation through the definition; it fellow’s that,

inequality result from person. Not only when they are relatively underpaid.

Input A Input B = in equity

Outcome A Outcome B

Input A Input B = equity

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 Outcome Outcome

1.5 Conceptual Framework

INPUT PROCESS OUTPUT

Socio-
demographic
Profiles of the
respondents as
Analysis of
to:
Profiles. Suggested
Age
Descriptive effective
Sex
Survey Design motivational
Educational
with factors on
Attainment
Questionnaire employees’
Position
as Data performance
Monthly Income
Collection
tool.
Motivational
Factors on
Employees’
performance

1.6. Statement Of the Problem

The study aims to assess and determine the effects of motivation on employees’ performance in

Ubaya Binu Kacab School.

One of the greatest challenges to human resource managers is to make all employees contribute

to the success of the organization in a moral and socially responsible way. Due to the dynamic

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and competitive organizational environment, the organization needs to realize the importance

and value of employees. They don't have to consider employees as a cost but they have to see as

necessary people that should be maintained and retained in the organization.

Specifically, Concerning the problems, the study seeks to provide answers to the research

questions:

1.7. Purpose of the study

The study aims to establish the relationship between employee motivation and their performance

towards the organization.

1.8. Research objectives.

1- To assess the socio-demographic profiles of the respondents.

2- To examine the motivational strategies in place in ubaya Binu kacab school

3- To determine the significant relationship between the performance appraisal

system and the extent of motivation

4- To understand the significant relationship between incentives and employee

performance

5- To understand the most effective motivational factors on employee performance

1.9. Research Question

2. What are the socio-demographic profiles of the respondents?

3. What motivational strategies are in place in abaya Binu kacab school?

4. Is there any significant relationship between the performance appraisal system

and the extent of motivation?

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 5. Is there any significant relationship between incentives and employee

performance?

6. What are the suggested most effective motivational factors for employees'

performance?

1.10. Hypotheses

1. There is no significant relationship between the performance appraisal system and

the extent of motivation.

2. There is no significant relationship between incentives and employee

performance.

1.11. Scope Of The Study

1.11.1 Geographical Scope

The research is carring out in Ubaya Binu Kacab Borama district in Somaliland, the capital and

the largest city of the northwestern Awdal region of Somaliland. The city is situated in a

mountainous and hilly area. It has green meadows and fields and represents a key focal point for

wildlife. The town's unusual fertility and greenery in the largely arid countryside have attracted

many faunas, such as gazelles, birds, and camels.

1.11.2. Content scope

Basing on the area of the study I will collect data reflecting the relationship between the

motivation and performance of employees in the Ubaya Binu Kacab.

1.12. Limitations of the Study

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Almost every research work inevitably faces some basic limitations and this study is no

exception. The time frame for the completion of this research was a major limiting factor that

affected the conduct of comprehensive research.

The data was collected through a questionnaire. The responses from the respondents may not be

accurate and the sample taken for the study was only 50 and the results drawn may not be

accurate.

Furthermore, since the institution has strict control, it acts as another barrier to getting data. The

lack of readily organized data was a limiting factor, however, within the constraints; all attempts

were made to undertake a valid comprehensive study.

1.13. The significance of the study

Cognizant of the effect of motivation on employee performance, this study will be significant for

the following:

1. To identify the motivational strategies used by Ubaya Binu kacab school.

2. To study the important factors which are needed to motivate the employees in

Ubaya Binu Kacab School.

3. To study the effect of monetary and non-monetary benefits provided by the

Institution on the employee’s performance.

4. To study the effect of job promotions on employees.

5. To learn the employee’s satisfaction with the interpersonal relationship that exists

in the Institution.

6. To provide practical suggestions for the improvement of the Institution’s

performance.

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 7. To assess the employee's perception of the motivation strategies at the school and

how to improve them.

8. To establish the influence of motivation strategies on performance at Ubaya Binu

Kacab School.

1.14. Administration: The researcher believes that the research findings would throw more light

on the motives for experiencing teachers‘ high turnover rate each academic year and advice the

management of the school on how such moves can be minimized to ensure continuity of

academic work and productivity in terms of impacting of knowledge and skills to the students.

1.15. Management: The outcome of this research would be a working tool for head management

of the Ubaya Binu Kacab school to use to ensure that employees were well motivated to stay in

the school to enhance efficiency and effectiveness. Distinctive schools value their human capital

because, without them, it would be difficult to achieve the vision of the school to beat its

competitors. This would assist managers of the school to do away with the maxim that when you

do not like the system of work here, you can leave this school to another, we shall get someone

to replace you syndrome‘‘ this paper is significant as it will serve as a guideline for other schools

on how to retain good employees.

1.16. Definition of Terms

The following terms are defined operationally and lexically to provide a common frame of

reference:

1. Impact: The powerful effect that something has no anything being it human

being or materials.

2. Effect: A result of something or the ability to bring about a result.

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 3. Motivation: to make somebody want to do something, especially something that

involves hard work and effort.

4. Workers: People who work, especially one who does a particular kind of work.

5. Performance: This means how well or badly you do something.

6. Employee: A worker who is hired to perform a job.

7. Ubaya Binu Kacab Phinphonrat School: A primary& Secondary school in

Borama, District.

8. Incentive: An additional payment or other remuneration to employees to

increase output.

9. Salary: A form of periodic payment from an employer to an employee, in return

for work performed.

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