KYAMBOGO UNIVERSITY

EFFECT OF MOTIVATION ON EMPLOYEE PERFORMANCE: A CASE STUDY OF

AFRO FLIGHT COMPANY LIMITED.

BY

MAGARA CHRISPUS
17/U/6289/BSD /PD

A RESEARCH REPORT SUBMITTED TO THE SCHOOL OF MANAGEMENT AND

ENTREPRENEURSHIP IN PARTIAL FULFILLMENT OF THE REQUIREMENT
FOR THE AWARD OF A BACHELOR OF BUSINESS STUDIES WITH
EDUCATION OF KYAMBOGO UNIVERSITY

APRIL, 2021
 DECLARATION
I Magara Chrispus 17/U/6289/BSD/PD declare that this research report “Titled effect of
motivation on employee performance taking afro flight company limited as a case study” is my
original work and has never be presented to any institution of higher learning for rewarding.

SIGNED…………………………………..DATE……………………………………………….

MAGARA CHRISPUS
17/U/6289/BSD /PD

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 APPROVAL
This is to certify that this research report “Titled effect of motivation on employee performance
taking afro flight company limited as a case study” by Magara Chrispus 17/U/6289/BSD/PD has
been under my guidance and supervision and is ready for submission to the board of examiners
at the school of management and entrepreneurship.

SIGNED ……………………. DATE …………………..............

Ms. Nakatete Phionah
SUPERVISOR

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 DEDICATION
I dedicate this research report to my beloved family members, Grace Mutasingwa, Ivan
Mutasingwa, and Charles Mutasingwa, for their financial support plus my colleagues for moral
support rendered to me to make the research study a successful venture.

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 ACKNOWLEDGEMENT
Our debt of gratitude goes to Almighty God for his grace, mercy and protection all these years of
our educational life. Glory be unto his name.

We are also profoundly grateful to my eminent supervisor Mrs. Nakateete Phiona for spending
substantial part of her time reading our entire manuscript, carefully pointing out errors and
enthusiastically offering many useful suggestions for improvement.
I am also thankful to my parents, relatives and friends who in diverse ways contributed to the
success of my education. I wish them in returns abundance of love, peace, success and
prosperity.

My sincere gratitude goes to all lecturers and staff of Kyambogo University especially the
department business and entrepreneurship studies for their support throughout our bachelors’
program in general and in particular this research. They have added to my knowledge as we
pursued a Bachelor of Bachelors of Business Studies with Education.

I wish to express my heartfelt thanks to all respondents in Afro Flight Company Limited that
gave me information while in the field. May the almighty bless you abundantly?

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 TABLES OF CONTENTS

DECLARATION..............................................................................................................................i
APPROVAL....................................................................................................................................ii
DEDICATION...............................................................................................................................iii
ACKNOWLEDGEMENT..............................................................................................................iv
TABLES OF CONTENTS..............................................................................................................v
LIST OF TABLES.......................................................................................................................viii
LIST OF FIGURES........................................................................................................................ix
LIST OF ACRONYMS...................................................................................................................x
ABSTRACT...................................................................................................................................xi
CHAPTER ONE..............................................................................................................................1
INTRODUCTION...........................................................................................................................1
1.1 Introduction................................................................................................................................1
1.2 Background to the Study...........................................................................................................1
1.3 Statement of the problem...........................................................................................................4
1.4 General Objective was;..............................................................................................................4
1.4.1 Specific Objectives were........................................................................................................4
1.5 Research questions.....................................................................................................................4
1.6 Scope of the study......................................................................................................................5
1.6.1 Geographical Scope................................................................................................................5
1.6.2 Content Scope.........................................................................................................................5
1.6.3 Time Scope.............................................................................................................................5
1.7 Significance of the Study...........................................................................................................5
CHAPTER TWO.............................................................................................................................6
LITERATURE REVIEW................................................................................................................6
2.0 Introduction................................................................................................................................6
2.1 Overview of key concepts in the study......................................................................................6
2.1.1 Motivation...............................................................................................................................6
2.1.2 Employee performance...........................................................................................................7
2.2 Process of motivating employees..............................................................................................8
2.3 Forms of motivating employees..............................................................................................10
2.4 How employee performance is measured...............................................................................14

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2.5 Conclusion...............................................................................................................................16
CHAPTER THREE.......................................................................................................................17
METHODOLOGY........................................................................................................................17
3.0 Introduction..............................................................................................................................17
3.1 Research Design......................................................................................................................17
3.2 Study Population......................................................................................................................17
3.3 Sample design..........................................................................................................................17
3.3.1 Sample size...........................................................................................................................17
3.3.2 Sampling frame.....................................................................................................................18
3.3.3 Sampling Technique.............................................................................................................18
3.4 Data sources.............................................................................................................................18
3.4.1 Primary Data sources............................................................................................................18
3.4.2 Secondary Data sources......................................................................................................18
3.5 Data Collection Methods.........................................................................................................18
3.5.1 Interviewing..........................................................................................................................18
3.5.2 Questioning...........................................................................................................................19
3.6 Data Collection instruments....................................................................................................19
3.6.1 Questionnaire........................................................................................................................19
3.6.2 Interview guide.....................................................................................................................19
3.7 Reliability and Validity of the Research Instruments..............................................................19
3.7.1 Validity of the Instruments...................................................................................................19
3.7.2 Reliability of the Instruments...............................................................................................19
3.8 Data collection procedure........................................................................................................20
3.9 Data, Presentation, Analysis and Interpretation......................................................................20
3.9.1 Qualitative data analysis.......................................................................................................20
3.9.2 Quantitative data analysis.....................................................................................................20
3.10 Limitations to the study.........................................................................................................20
CHAPTER FOUR.........................................................................................................................22
CHAPTER FOUR: PRESENTATION ANALYSIS AND INTERPRETATION OF RESEARCH
FINDINGS.....................................................................................................................................22
4.1 Introduction..............................................................................................................................22
4.2 Demographic information of respondents...............................................................................22
4.2.1 Gender of respondents..........................................................................................................22
4.2.2: Age bracket of respondents.................................................................................................23
4.2.3 Education level of srespondents...........................................................................................23
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4.2.4 Period worked in the organization........................................................................................24
4.2.5 Salary scale of respondents...................................................................................................25
4.3 To evaluate the process of motivating employees in organizations........................................25
4.4 To examine various forms motivating employees in organizations........................................26
4.5 To analyze how employee performance is measured in organizations...................................28
CHAPTER FIVE: SUMMARY OF FINDINGS, discussion of findings, CONCLUSIONS AND
RECOMMENDATIONS...............................................................................................................30
5.1 Introduction..............................................................................................................................30
5.2 Summary of the study findings................................................................................................30
5.2.1 To evaluate the process of motivating employees in organizations.....................................30
5.2.2 To examine various forms performance motivating employees in organizations................31
5.2.3 To analyze how employee performance is measured in organizations................................31
5.3 Discussions of findings............................................................................................................31
5.3.1 To evaluate the process of motivating employees in organizations.....................................31
5.3.2 To examine various forms performance motivating employees in organizations................33
5.3.3 To analyze how employee performance is measured in organizations................................35
5.4 Conclusion...............................................................................................................................36
5.4.1 To evaluate the process of motivating employees in organizations.....................................36
5.4.2 To examine various forms performance motivating employees in organizations................36
5.4.3 To analyze how employee performance is measured in organizations................................37
5.4 Recommendations....................................................................................................................37
5.5 Area for further studies............................................................................................................38
REFERENCES..............................................................................................................................38

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 LIST OF TABLES
Table 3.1: Sample Size of Respondents........................................................................................17
Table 4.2: Showing gender of respondents....................................................................................22
Table 4.3: Salary scale of respondents..........................................................................................25
Table 4.4: The process of motivation does your organization go through....................................25
Table 4.5: Various forms motivating employees in organizations................................................27
Table 4.6: Financial motivation....................................................................................................27
Table 4.7: How employee performance is measured in organizations..........................................28
Table 4.8: Effective performance feedback is...............................................................................29

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 LIST OF FIGURES
Figure 4.1: Showing age bracket of respondents...........................................................................23
Figure 4.2: Showing Education level of srespondents...................................................................23
Figure 4.3: Period worked in the organization..............................................................................24
Figure 4.4: Showing the benefits of following the process of motivation.....................................26
Figure 4.5: Non financial motivation.............................................................................................27

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 LIST OF ACRONYMS
ILO: International Labour Organization

NGOs: Non Governmental Organizations

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 ABSTRACT
The study focused on the effect of motivation on employee performance: a case study of Afro
Flight Company Limited. Specifically, the study considered the following objectives: To
evaluate the process of motivating employees in organizations, forms motivating employees and
how employee performance is measured in organizations.

Literature review was reviewed based on the objectives of the study, process of motivation,
forms of motivation and how to measure employee performance using secondary data sources
like textbooks, journals, websites, magazines, newspapers and unpublished information.

The researcher used a cross sectional research design which involved the use qualitative and
quantitative approaches to gather data from 50 respondents. Data was collected using
questionnaires and interviews guides. Simple random and purposive sampling techniques were
used in the study during data collection. Descriptive and inferential statistical analysis was used
and the data was presented using frequency tables, narratives, charts and graphs.

The study was limited by negative attitude from some respondents: In this case some respondents
not willing to give out their information for confidential purposes. However the researcher
overcame this problem by convincing respondents that information required was only for
academic purposes. Delay in response, some respondents may take a lot of time filling the
questionnaires.

Findings from the study revealed that employees are motivated to many reasons like; helping
them in organizations to perform their work as assigned, to maintain employees to employers
relationship, to encourage employees performance their efficiently and effectively, to help
employees solve their personal problems, to encourage team work as well as improving on the
employees morale at their work places to perform better for improved organizations
performance. As regards to the dimension of financial motivation, it was concluded that financial
motivation has a positive significant effect on the performance of employees.
The study concluded that as regards to the dimension of financial motivation, it was concluded
that financial motivation has a positive significant effect on the performance of employees. It
was noted that employees are always rewarded with salaries, duty allowances, and bonuses,
among others. They believe that these motivate employees to perform with enthusiasm, it was
equally concluded that non-financial motivation has a significant positive relationship on the
performance in the organization. Therefore, non-financial rewards like job security, promotion,
recognition, delegation, and job design were used to encourage employees to perform with zeal.
It was recommended that since financial rewards highly motivate employees to perform with
zeal, managers should: ensure that remunerations like salaries and other allowances are
commensurate with the work done as this would encourage teachers to work hard towards
achieving organizational objectives; and ensure timely payment of allowances as this would
compel employees to beat deadlines on minimal supervision. The employees also observed that
rewards are generally awarded to the employees at one level rather than according to the
performances of the individuals.

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 CHAPTER ONE
INTRODUCTION
1.1 Introduction
In this chapter, the researcher looked at the background to the study, statement of the problem,
general objectives, specific objectives, research questions, significance of the study, scope of the
study.

1.2 Background to the Study

Motivation at work is widely believed to be a key factor for productivity of individuals and
organizations; it is a significant predictor of intention to quit the workplace. For policy makers
and organization managers the challenge is to be able to motivate people to join a workplace, to
remain there to perform a certain standard, (Hornsby, 2008).
Motivation means a reason for somebody’s action; to cause somebody to act in a particular way
and to stimulate the interest of somebody; to cause somebody to want to do something
(Olusadum & Anulika, 2018). This sets of forces that lead people to behave in particular ways,
leading employees to be dedicated, reinforcement (stimuli) and a boost to better performance of
an individual in the environment (organization) will depend deeply on stimuli he felt (Olusadum
& Anulika, 2018).

Motivation plays a key role in employees’ job performance in any organization (Calder, 2006).
The employee’s motivation has been a long concept in human resource management and has
drawn more attentions as a central research topic for scholars and practitioners. As a result, a lot
of theories and approaches have developed in order to explain the nature of employees’
motivation in the private and the public sector.

Ushuima & Omontala, (2018) explore motivational factors as a compelling set of extrinsic
factors that boost the intrinsic morale of employees. In most instances, such factors like
scholarships for further trainings, enhanced salary, increased allowances, recognition at
workplace, granting of awards and promotions serve the purpose better (Kwame et al., 2018).
The most commonly used in organizations; trainings, financial rewards and delegation. In many
instances, financial rewards have been widely used. These are monetary incentives that an
employee earns as a result of good performance (Mckinney, 2018). Exceptional performance

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levels is rewarded by giving bonuses, allowances, rewards, tokens to employee who meet targets,
as desired by the organization. All financial rewards are extrinsic motivational factors, and these
tend to dominate. Additionally, senior officers delegate their duties to lecturers which is a
motivation of recognition.

Motivation in organizations can be done through delegation, which is the process where
managers transfer formal authority from one position to another within an organization. It may
be for a given duration, or activity (Reginald, 2012). From Reginald’s perspective, delegation
becomes a prescriptive framework for Managers, rather than a common place denotation, and as
such is likely to cause changes in employee performance.

Through trainings are designed to improve human performance on the job which an employee is
presently doing or is being hired to do; Training is the process of imparting new skills and
improving the existing skills in the employee so he can perform his work better. It is a learning
experience that seeks a relatively permanent change in an individual that will improve his or her
ability to perform on the job (Chetty, 2011). All these efforts including delegation, financial
rewards, trainings, are done in Universities for purposes of attaining better performance among
employees.

Motivation in organizations is also done through recognition, which is non-financial award given
to employees selectively, in appreciation of a high level of behavior or accomplishment that is
not dependent on achievement against a given target and can be as simple as giving someone
feedback on what they have done right, or just saying ‘‘thank-you’’. It is about acknowledging
effort, commitment and learning, even if the outcomes were not as planned and it is also about,
most importantly, celebrating successes (Milne, 2007).

Employee motivation remains fundamental in Human Resource management due to its influence
on employee performance (Kwezi & Lumala, 2016). The global concern for motivation practices
has its backing in the International Labour Organization (ILO) activities since 1919, Employers
as part of the regulations are encouraged to focus on employee motivation. Different employee
motivation practices are used by different employers, owing to the available resources in the
organization, a tool to create decent economic and working conditions. Owing from ILO

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guidelines, countries have enriched employee motivational practices in human resource
management terms of work (Olusadum & Anulika (2018).

In most African countries staff motivation naturally has to do with staff desire to participate in
the work performance, but it also concerns the reasons or goal that underline their involvement
or non-involvement in efficient service delivery (Maslow, 2003). Employee’s motivation is still
needed in organizations to perform better. The challenge for most organizations is to develop a
motivating work environment that reaches out to their employees in a variety of ways.
Understanding the definition of motivational strategies is at the forefront of this challenge. Thus,
employees with a high level of commitment and a desire can be categorized as highly satisfied
individuals.

In Uganda, various organizations are responsible for motivating employees to get things done
through them without asking them what to do. Motivational strategies well laid create
productive employees who save time and effort (Maslow, 2003). The motivated employees
volunteer to do more than what is expected and more successful achievement than others, such
employees are role models to be followed by other staff and add positive input to the work
within the organization. Good work performance in the university depends on whether Staff is
able to do things or whether they are willing to do things, (Houran, 2009).

The labour turnover depends on the level of motivation that stimulates someone to work and
carry out the necessary tasks to achieve the organizational goals. The managers have to learn to
place the right person to a right place. A person should be given the role where they can use their
skills and abilities and be concentrated towards the organizational goals and personal goals.

Afro Flight Company Limited is a clearing and forwarding company which supply services in
the planning, implementation and controlling of the flow and storage of raw materials, in-process
inventory, finished goods, and related information throughout the supply chain. The employees
at Afro flight get different allowances for different activities done. Allowances range from:
medical, education sponsorship, travel allowances and extra load allowance (Afro flight Human
Resource manual, 2015). Some of the employees grieve that their education levels are not in
tandem with allowances they are paid for the duties they are required to perform as it is regarded
to be little compared to other companies. Even with such allowances given to the employees the

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level of satisfaction among the staff remains wanting. Besides, the allowances are not released in
time and still most of the employees complain that salaries are just a dot. This is mostly
attributed to the probably un considerate motivational strategies the management could be using
and probably they could have contributed to the continuous recruitment of new staff that is seen
as a result of constant turnover of the employees which could also have accelerated
dissatisfaction among workers at the company.

1.3 Statement of the problem

For organizations to remain competitive in dynamic environment, they need to act on a number
of things and motivation is key since it helps them in job satisfaction, improved quality of work
life, passion for the job, improved standards; the organizations can motivate employees using
financial rewards and non financial rewards like thanks you, trainings, organization recognition
and promotions (Shoenberger, 2019). However employee performance is inappropriate
accompanied by absenteeism among employees, poor attitude and dissatisfaction among
workers, poor time management, not meeting targets, loss of 70% manpower hours per quarter,
reported cases of poor customer care and delays. The rate of turnover of workers is increasing at
the alarming rate and those staying are embarking on frequent strikes for better conditions of
service (Albeiti, 2015). It is against this background that the study investigated effect of
motivation on employee performance: a case study, Afro Flight Company Limited.

1.4 General Objective was;

To investigate the effect of motivation on employee
1.4.1 Specific Objectives were
i. To evaluate the process of motivating employees in organizations.
ii. To examine various forms performance motivating employees in organizations.
iii. To analyze how employee performance is measured in organizations.
1.5 Research questions
i. What is the process of motivation in organizations?
ii. What are the various forms of motivation used in organizations?
iii. How is the employee performance measured in organizations?

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1.6 Scope of the study
1.6.1 Geographical Scope
The study was carried out at Afro Flight Company Limited located in Kololo, plot 24 Wampewo
close.
1.6.2 Content Scope
The study focused on the process of motivating employees, forms of motivation used by
employers and how employee performance can be measured in the organization.
1.6.3 Time Scope
The time scope of the study covered a period of literature review from 2011 to 2020 so as to
deeply analyze the study. The period of research to undertake the study was from December to
April, 2021. The period of data consideration from the company’s documents was from 2018-
2020.
1.7 Significance of the Study

The findings of this study will be beneficial to trade unions as it will be help them understand
what happens at the workplace between employers and employees in terms of motivation and
performance, and therefore enable them to restructure their objectives in line with employee
motivation.

The results of this study would be of benefit to other NGOs. Since the mode of business
operations differ from public and private institutions, the results of this study may enable policy
makers of NGOs to best understand their employees’ needs in terms of motivation.

The findings of this study will benefit researchers and academicians as it will contribute to the
body of knowledge on motivation and management of human resource in organizations.

The findings of this study will benefit managers to understand their employees better and how or
why they behave the way they do. It will also shed light to other organizational leaders on how to
motivate their employees.

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 CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter reviews literature based on the objectives of the study, process of motivation, forms
of motivation and how to measure employee performance using secondary data sources like
textbooks, journals, websites, magazines, newspapers and unpublished information.

2.1 Overview of key concepts in the study

2.1.1 Motivation
The word motivation is coined from the Latin word Motus, a form of the verb Movere, which
means ‘to move’ (Greenberg and Baron, 2003). Robbins and Judge (2008) expand the term
motivation to the set of psychological processes that cause the arousal direction and persistence
of individuals’ behavior towards attaining a goal.

Motivation has been a difficult concept to properly define, in part because there are many
philosophical orientations towards the nature of human beings and about what we know about
people (Onanda, 2015). Work motivation is a set of energetic forces that originates both within
as well as beyond an individual’s being, to initiate work- related behavior, and to determine its
form, direction, intensity and duration.

Armstrong (2010) identified two types of motivation; Intrinsic motivation; rated factors that
influence people to behave in a particular way or to move in a particular direction. These factors
include responsibility (feeling that the work is important and having control over one’s own
resources), autonomy (freedom to act), scope to use and develop skills and abilities, interesting
and challenging work and opportunities for advancement.

Extrinsic motivation: This concerns what is done for people to motivate them. It includes
rewards such as increased pay, recognition, or promotion and punishments such as disciplinary
action, withholding pay among others. Extrinsic motivation has a powerful effect, but it will not
necessarily last long. Motivation is very important for an organization as it improves the level of
efficiency of employees. The level of a subordinate does not depend upon his or her
qualifications or abilities. To get the best of his work performance, the gap between ability and
willingness has to be filled.

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Non-Financial Motivation: These are described as motivators that are not in terms of money or
cash. They include study leaves, work environment, conditional/occupational/health, safety,
recreational facilities, infrastructure, social amenities, job security, professional development,
training opportunities, affection and passion, status/prestige, recognition, sense and duty,
promotion, respect, achievement, challenging work (Maicibi, 2003).

Financial Motivation: These are motivators that are in terms of money or cash such as salaries,
and efficiency wages, direct financial benefits life insurance bonus, transport allowance,
accommodation allowance, medical allowance, gain sharing, and tax breaks, among others.
According to “merit pay” or “performance pay” approach, a standard for individual performance
is set, such as increased student achievement and if a teacher meets or exceeds this standard, he
or she receives a bonus or a salary increase (Kawesa, 2014). Merit pay is frequently used in the
private sector as a management tool to achieve organizational goals.

2.1.2 Employee performance

Naharuddin and Sadegi (2013) emphasized that employees’ performance depends on the
willingness and openness of employees to do their job. Further, they stated that by having this
willingness and openness of employees to do their job, it could increase the employees’
productivity which also leads to performance.

Foot and Hook (2008) asserted that employees need to be given the ability to contribute to the
performance of the firm together with the means and incentive to do so. They further argued that
the management should work in partnership with its employees for continuous and increased
production through the use of involvement and partnership practices. They also asserted that
organizations should attempt to maximize their employees’ contribution to the achievement of
organizational goals so that employees have the ability to add value through high-performance
working while, at the same time, directly benefiting employees themselves.

According to Wales, (2015), employee performance is measured in terms of the results that
organizations achieve in relation to their objectives. They further argue that, in principle, it can
be measured at output, outcome or impact level. Performance should therefore be measured by
results (output/outcomes) that an organization produces.

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2.2 Process of motivating employees.
Satisfaction (before triggering behavior) Terry & Franklin (2019) believe that motivation derives
from the need or inner dynamism that determines an individual to act in a purpose-driven way
and whose force depends on the level of satisfaction as perceived / anticipated by the individual,
that can be attained if the target is reached (Vagu & Stegăroiu, 2017). Thus, the employee
expects to experience satisfaction (and therefore anticipates this positive/pleasurable state before
starting the effort). In our point of view, labor satisfaction can be regarded as the ultimate goal
of the employee who prepares to make an effort.

Most times our perceptions can be influenced by many factors. As shown Sikula (2019), a person
filters and interprets stimuli using a learned set of values and assumptions, which may or may
not prove objectively true, accurate and trustworthy. Moral managers must remain responsive to
both reality and perceptions of reality. Recognizing one’s ethical roles at home or work and in
society can help people to not become delusional with false hopes and dreams. Moving toward
ethical excellence means to better recognize the differences between a perception of reality and
the world as it actually is (Sikula, 2019).

Self Motivation; In order to support the introductory inferential logic within the motivation
process of this particular phase (self-motivation), we will recall several definitions found in
specialist literature: Martanto & Efendy (2018) believe that motivation is the process of self-
determination or determining others to perform an activity in order to achieve certain personal or
organizational goals.

Involvement may be considered as an important phase of the motivation process, which supports
the desired behavior and persistence in efficient actions. Involvement is more predictable in its
effects than motivation and, thus, more manageable by the company whose best interest is to
encourage and further it. For instance, social and functional integration in the workplace milieu,
acceptance of responsibilities, efficient communication, etc. is more or less influenced by the
employee’s level of involvement. In our view, the employee’s involvement at his workplace can
be highlighted by the following variables skills, abilities, knowledge, capability, competence,
devotion to work, self confidence and confidence in others, experience, empowerment, attitudes,
active conduct, mobilization, participatory activism, self-efficacy, self- efficiency, results
valuation, Chi & Gursoy, (2019).

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In spite of our recommendation concerning the assessment system we fully endorse an opinion
expressed by Sikula et al. (2019) namely: if this is the age of the “knowledge worker” in which
the application of employees’ intelligence, imagination, and creativity increasingly will drive
future gains in productivity; we clearly are heading in the wrong direction by placing emphasis
on close supervision and continuous evaluation. Skills and abilities involve functional, dynamic
structures that comprise processes of very different nature, from perception and memory
processes to thinking processes.

The development of skills can take substantial advantages of pre-existing work habits, as they
can be integrated and applied as operational elements in the structure of skills. Of course, a
successful accomplishment of labor tasks does not rely solely on skills and abilities, but also on
the amount of motivation and interest elicited by the tasks in question, on labor conditions,
interpersonal relationships, etc. In order to explain the fact that a motivated, satisfied and highly
skilled / trained employee (with adequate skills and abilities) does not always equal performance,
we must distinguish between human “can-do” versus “will-do”. This is further evidence that
supports the importance of the self motivation phase that precedes the involvement phase (Sikula
et al. 2019)

Performance; In our point of view, high performance is directly or indirectly influenced by all
the variables described above and several more, such as: identification with the organization,
conviviality, physical and mental health and, last but not least, organizational culture, labor
conditions, management strategies, etc. that are not under the employees’ control. Some
specialist surveys have shown that when the intensity of motivation is excessive, performance
tends to drop (we must consider the negative effect of overexertion in this context). It becomes
obvious that work schedules and tasks have to be designed in a way that allows all employees to
restore and preserve their physical and mental balance, so they can easily cope with their daily
assignments (Vagu and Stegăroiu, 2017)

Any effective manager knows that he must first of all act rationally and systematically to
correctly manage all resources in order to maximize the effort / outcome ratio. We believe that a
higher success rate in motivating human resources can be scored if the resources and attention
will be targeted primarily towards highly valuable, self-motivated and involved employees. This
does not imply that the behavior and performance of other employees he is responsible for will

9
be ignored; it means that he will invest the bulk of the resources to make sure that the higher
level performance that is likely to be achieved will allow for the recovery of the employee
motivation investment, with the prospect of instituting an efficient organizational climate (Chi &
Gursoy, 2019).

Moreover, we must keep in mind the most valuable employees (motivated, satisfied, engaged
and with exceptional capabilities) which may be experience exhaustion due to excessive and
prolonged labor, and may even be at risk in terms of health. Thus, having a moral behavior is to
be viewed in relation with achieving better performance, without jeopardizing the employees’
health. Therefore, one should be careful when setting performance standards for the employees,
making sure they enjoy all the facilities and organizational support to successfully perform all
their daily tasks (Popa & Salanţă, 2012). Obviously, the level of an employee’s performance will
determine the level of reward or penalty. The reward / penalty system applied by the
organization, as well as the related strategies, may exert a significant influence on the degree of
satisfaction.

2.3 Forms of motivating employees

Motivation can be done in many ways and forms that is based on financial and non financial
motivation

Financial rewards include pay, bonuses, transportation facility, health insurance, and pensions.
Therefore, employees receive financial payments from their employers in the form of salary or
commissions (Zaraket & Saber, 2017). Basically, there are different types of financial rewards. A
bonus can be defined as an additional compensation given to an employee as a motivator or a
reward for his/her hard work. It is given to workers majorly due to their performance. These
performances might include: creating more deals, increasing sales, or inspiring new production
line. Therefore, managers use bonuses to motivate their subordinates toward specific goals.
Employees who do their best want reasonable pay that satisfies their needs.

Money is major means for creating motivation because they need money to satisfy their basic
needs of life. Fringe benefits classified as a benefit that employee is given in addition to pay.
Fringe benefits create an optimistic and motivating work environment and increase output and

10
sales. It plays a significant role in motivating employees as it compels employees to put extra
efforts (Zaraket & Saber, 2017).

Financial incentives in the form of wages, allowances, health insurance etc. are offered at the
beginning of employment. (Kumar et al, 2018). It has been proven in research, that these factors
have a pivotal role in affecting the employee attitude towards his work (Rounok et al, 2017).
Secondly, a good working culture and environment, job retention can be achieved through
financial rewards. But the main issue is that which monetary factors influence the most and if
any would do, which are those? Bonus and increment can be given to employee as per the
performance although salary can be decided at the point of appointment. It has been found by
various researchers that employees rank ‘money’ as the highest motivator for an individual but
there is a lack of research in regards to which monetary incentive ranks high as a monetary
factor.

Rewards is one of the important elements to motivate employees for contributing their best effort
to generate innovation ideas that lead to better business functionality and further improvise
company performance both financial and non-financially. According to Perry al., (2016) there
are other means to reward employees that do not just focus on financial compensation. Some of
these include the praised that employees are able to acquire from their managers, the opportunity
to take on important projects or tasks, and even leadership attention. Much research on leader
power has found that supervisor reward power would be positively associated with employee
task performance, productivity, satisfaction, turnover, and organizational citizenship behaviors
(Neckermann, 2018).

Henderson and Tulloch (2008), in their research on health workers hold a view that it is
important that health workers have their skills matched to their tasks. Transparent mechanisms
for promotion and rewards are so important in motivating employees. Geiter et al. (2006), claims
that younger and less experienced employees considered promotion possibilities are more
rewarding than the older and more senior professionals. Furthermore, Manongi et al (2006),
affirms that all health workers know of their right to be promoted every three years and
according to Ministry of Health regulations, that every promotion is to be accompanied by a
salary increment. However this will bring in more dissatisfaction and low motivation if majority

11
of staff say they have never been promoted. Therefore the researcher went ahead to find out to
what extent do promotions affect staff motivation.

Work-life balance policies and family supportive cultures have been observed in France and
Japan also (Aybars 2007, Cole 2006). There is a wide variety of work-life balance initiatives for
employees being incorporated by organizations and include flexible work hours, job sharing,
parental leave on-site child care facility and telecommuting (Hartelet al. 2007). Studies suggest
that in absence of work-life balance, employees' dissatisfaction increases. However, it is found
that when employees' need in respect of creating a work-life balance is met by different
organizational programmes they show higher job satisfaction and organizational commitment
(Gregory and Milner 2009).

The role of verbal recognition in stimulating employee performance has been highlighted by
many authors who argue that the underlying assumption in this employee verbal and material
recognition approach is that, like all individuals, employees need some acknowledgement of
their accomplishments (Baldoni, 2015; Krause, 2018). Gines (1998) observes that companies
must foster employee motivation through acknowledging achievements that are in line with
corporate long term objectives as well as activities that generate immediate results. This is best
accomplished by incorporating the company’s culture and values into the training regime. It is
anticipated that the employees will, ultimately, internalize this into their day-to-day activities.
Some effort has been undertaken to examine the relationship strength between monetary and
non-monetary recognitions and noted that symbolic incentives, such as recognition and other
non-monetary rewards, signal appreciation (James, 2005) and enhance feelings of control and
self-actualization. Such rewards emphasize appreciation and self-importance that are likely to
boost inherent interest in the vocation (Frey & Jegen, 2001).

Alansari (2011) study supports the importance of recognition in employee achievement as being
one of the top most important aspect of job satisfaction and performance as it in turn inspires
employees to work even harder. In support, Milne (2007) too observed that employee
recognition programmes can positively affect motivation, performance and interest in the job
within the organisation. Baldoni (2005) seemed to concur with the preceding authors and put it
that recognition may be the single most powerful reason that people work, aside from income.
When people are recognized they become motivated, they want to work, and do it all. This still

12
has support from Bruno et.al (2009), who wrote that the quest for social recognition is an
important driver of motivation. This study, while building on the above authors findings
advanced the debate by testing if the efforts undertaken to reward and recognize employees
contributes to the performance of fuel station attendants in Kampala business area.

The design model aimed at providing job characteristics which enhance employee job intrinsic
motivation and performance related outcomes acknowledges that autonomy is one of the most
fundamental psychological needs (Sheldon et al., 2001) and individual differences in autonomy
orientation can in part explain why people react differently to external interventions, such as goal
setting and when motivated by autonomy orientation, people's choices are made on the basis of
internal needs and preference (Lee et al., 2006).

Training has traditionally been defined as the process by which individuals change their skills,
knowledge, attitudes, and or behavior. Training is an educational process. People can learn new
information, re-learn and reinforce existing knowledge and skills, and most importantly have
time to think and consider what new options can help them improve their effectiveness and
performance at work. Effective trainings convey relevant and useful information that inform
employees and develop skills and behaviors that can be transferred back to the workplace
(Sandamali1 et al., 2017).

Job Security Job security is a sense of safety in retaining their current job in the organization and
also a sense of feeling that they will be able to retain this job for a long term. There are several
factors which lead to job security sense for an employee. For example, salary, employee
developmental activities and also for providing good living condition for themselves and for
his/her family. However, due to recent economic downturn there has been a regular staff
reduction which can also be part of mergers, cost-cutting and reducing overheads. Job security is
also having a psychological effect on employee, when an employee is having job insecurity it has
a negative impact on his performance and also on his lifestyle (Rizvi et al, 2018).

Most of the organization provides training for their employee to improve their skills and talents
and also to equip with latest developments. Training can have several benefits for the
organization such as; career development, promotion within the organization and diversity
development. An employee’s skills can be improved through good training programs and which

13
can impact employee job performance as well. Through, a better job performance will be eligible
for promotion and also for various monetary benefits. Sense of job security and earning potential
also increases among the employees due to skill development (Heathfield, 2018).

2.4 How employee performance is measured

In Bhatti (2018) perspectives, productivity is a performance measure encompassing both
efficiency and effectiveness. Labor productivity means the output of workers per unit of time
which is a commonly used and straightforward measure of productivity. The growth rate of labor
productivity is approximately equal to the difference between the growth rate of output and the
growth rate of the number of hours worked in the economy (Christopher Gust& Jaime Marquez,
2004).

High performing, effective organizations have a culture that encourages employee involvement.
Therefore, employees are more willing to get involved in decision-making, goal setting or
problem solving activities, which subsequently result in higher employee performance.
Moreover, labor productivity also could be impact by continuing information technology
innovations which has the potential of changing the competitive game for many organizations
(Mukhopadhyay, Javier Lerch & Mangal, 1994). If employee output is produced by two factors,
labor and capital, then the growth of labor productivity depends upon the rate of ‘capital
deepening’ and the growth of ‘multifactor productivity’ (Christopher Gust& Jaime Marquez,
2004).

Performance feedback is a critical component of all performance management systems. It can be

defined as information about an employee's past behaviors with respect to established standards
of employee behaviors and results. Effective performance feedback is timely, specific,
behavioral in nature, and presented by a credible source. The goals of performance feedback are
to improve individual and team performance, as well as employee engagement, motivation, and
job satisfaction (Aguinis, 2019).

The Performance planning phase is concerned with the setting of performance objectives and
expectations for individuals and teams, determining what will be measured and how to measure
it. Armstrong (2019) added that performance agreements at this phase identify performance
expectations (objectives), how performance will be measured and the competencies required. A

14
performance agreement is the consequence of the resolutions made mutually by the supervisor
and the subordinate throughout the planning part of the performance management sequence and
offers a base for overseeing performance during the year as it acts as a guide for improvement
and development activities. When planning and assessing individual performance, performance
agreements are used as reference points and are therefore a significant factor of a performance
management procedure. They also contain agreements on expectations (outcomes), capabilities
and actions required, described as performance and learning goals; and on action plans to foster
performance and capabilities (Armstrong, 2015).

Ludwig & Goomas, (2019), argued that it is imperative that workers are acquainted with the
goal they are working towards as well as the feedback and the bonus contingent on attaining that
goal. Performance development plans spell out what employees, together with their supervisors
need to do in definite areas of their jobs. This includes goal setting on what has to be done and
by when, an agreement reached on how the anticipated outcomes will be attained, plans are also
agreed on how behavioral performance problems will be addressed (Armstrong, 2015).

Armstrong (2019) reasons that although the feedback process is complex and often shunned by
both managers and employees particularly when the manager is required to give progressive
feedback, it should be timely because timely feedback can help employees correct performance
deffiencies and avert inaccuracies from accumulating. Therefore, feedback should be delivered
in a spirit of constructive counseling. Bratton & Gold, (2017), also recommend that the
capability to make judgments about employee’s performance that can lead to resolutions about
their roles, value, worth, capability and potential has to be considered as a vital dimension of a
manager’s relationship with those of employees. Feedback should hence be timely and
informative for a perception of fairness. (Armstrong M., 2019), settles that organizations should

Employee performance is normally looked at in terms of outcomes. However, it can also be

looked at in terms of behavior (Armstrong 2017). Kenney et al. (2018) stated that employee's
performance is measured against the performance standards set by the organization. There are a
number of measures that can be taken into consideration when measuring performance for
example using of productivity, efficiency, effectiveness, quality and profitability measures.

15
In conclusion, (Martanto & Efendy, 2018), emphasize that for performance to be successful, it
should be heralded by good planning which commences with the formulation of strategic plans
of an organization that is; setting of the key goals and objectives of the organization. The
performance planning stage should have the ability to define what ought to be done in
accomplishing goals at each unit level. Therefore, the consequences of performance planning
should be mutual understanding and agreement on the goals, objectives, performance standards
as well as competency needs approved by both parties which then become the work plans.

2.5 Conclusion
The literature suggests that compensation involves the meeting of statutory obligations pay
coupled with the organizational based incentives aimed at enhancing employee performance.
Similarly the literature suggests the use of material and verbal forms of employee recognition
aimed at achieving employee performance. The literature further suggested five forms of job
characteristics of task autonomy, skills variety, task identity, task significance and job feedback.
However, there was no empirical evidence on the extent to which compensation, recognitions
and job characteristics influenced the performance of fuel stations attendants. This study inferred
that compensation, recognition and job design were significant predictors of the variance in
employee performance since they predicted up to 66% of the variance performance of service
station attendants’ performance.

16
 CHAPTER THREE
METHODOLOGY

3.0 Introduction
This chapter presents research design, study area, study population, sample size and selection,
sampling techniques and its procedures, data collection methods, data collection instruments,
data management and analysis, and measurement of variables.

3.1 Research Design

The researcher used a cross sectional research design for the study; this involved both qualitative
and quantitative research designs. Qualitative research design involved in-depth probing and
application of subjectively interpreted data enabled the researcher to gather in-depth information
about the study, for example unstructured interviews served this purpose. Quantitative research
design was based on numerical data, and questioning method was used to collect that data.
3.2 Study Population
The study was carried out at Afro Flight Company Limited. The population of study included
Directors, Finance, marketing officers, causal labourers, and logistic officers.
3.3 Sample design
3.3.1 Sample size
Sample size is a subset of the target population which is used in the study (Sekaran and Bougie,
2016). A sample of 50 respondents was determined by Krejcie & Morgan (1970) table and
individual elements in different categories was determined using different sampling techniques.
Table 3.1: Sample Size of Respondents
Description/strata Sample Size
Directors 2
Finance 10
Administration 10
Marketing 20
Sales 10
Total 50
Source: Primary Data, (2021)

17
3.3.2 Sampling frame
This is a list of people from which a population is taken. The population was taken from
Directors, Finance, marketing officers, causal labourers, and logistic officers.

3.3.3 Sampling Technique

The researcher used purposive sampling technique for directors. The technique was applied since
purposive sampling involved identifying and selecting individuals or groups of individuals that
are knowledgeable about or experienced with a phenomenon of interest. The stratified sampling
technique was used to select respondents from others departments. The researcher used this
sampling technique because each member in this population had an equal chance of being
included in the sample.

3.4 Data sources

3.4.1 Primary Data sources
Primary data was collected using a questionnaire, and an interview schedule. The questionnaires
will be issued out to respondents to fill and return to the researcher. It was used because the
research environment is open enough to allow full and honest answering, the respondents were
able to read and understand the questions and the information required will be straight forward,
brief and not controversial. The interview guide was used to collect qualitative data from key
informants. Interviews were held with to discuss key areas on each objective

3.4.2 Secondary Data sources

Secondary data sources were obtained from textbooks, journals, websites, magazines,
newspapers and unpublished information.

3.5 Data Collection Methods

3.5.1 Interviewing
This method involved an oral interaction between the researcher and the participants.
Predetermined set of questions helped to keep the researcher and participants’ conversation in
context with the study variables.

18
3.5.2 Questioning
This method involved the researcher distributing pre-printed questions to the staff of schools.
These questions were structured in nature, which made it easy for the respondents to give their
perceptions from the choices provided to them to choose from.
3.6 Data Collection instruments
3.6.1 Questionnaire
A self-administered questionnaire is a data collection instrument used to gather data over a large
sample or number of respondents to provide options of answers to questions that were
formulated. Questionnaires were used because it is gives quantitative data and it is a valid
document if pretested and prepared well. The questionnaire will be open and close ended with
choices and alternative questions.
3.6.2 Interview guide
The researcher designed an interview guide which was used during the interview of the key
respondents in the organization. The researcher posed questions that helped respondents give
data to meet the objectives of the study and probe them in order to seek clarification about
responses provided. A structured interview guide ws used for directors to discuss about
motivation and employee performance.
3.7 Reliability and Validity of the Research Instruments
3.7.1 Validity of the Instruments
This approach measured the degree to which the test items will be represented the domain or
universe of the trait or property being measured. In order to establish the content validity of a
measuring instrument, the researcher identified the overall content to be represented. Items were
randomly chosen from this content that accurately represented the information in all areas. By
using this method, the researcher obtained a group of items which represent the content of the
trait or property that was measured.
3.7.2 Reliability of the Instruments
The instrument whose validity was tested and assured for reliability through carrying out a pre-
test or pilot study. The instruments were deemed reliable of 0.7 and above and therefore, it was
adopted for use in the data collection.

19
3.8 Data collection procedure
An introductory letter was got from the Head of department business administration and
entrepreneurship that enabled the researcher to enter the field to gather the relevant data. This
letter was asking for permission to start carrying out data collection and setting a programmes for
respondents. Therefore, a letter and questionnaires were presented to the staff in the organization.
There after an interview were conducted with key informants.

3.9 Data, Presentation, Analysis and Interpretation

3.9.1 Qualitative data analysis
Data processing involved editing raw data to detect errors and omissions, classifying data
according to common features, and tabulation to summarize and organize it. Data analysis
involved qualitative approach of identifying the major themes arising respondents’ answers;
assigning of codes to the themes; classification of the themes under the main theme; and
integrating the responses into the report in a more descriptive and analytical manner.

3.9.2 Quantitative data analysis

Questionnaire data was analyzed using excel worksheets. Frequency tables, percentages, hence
helping the researcher to analyze interpret and transform data acquired into meaningful
information.

3.10 Limitations to the study

Negative attitude from some respondents: In this case some respondents are not willing to give
out their information for confidential purposes and this non response affected the results of the
study. However the study will overcome this problem by convincing respondents that
information required will be only for academic purposes.

Limited time provided by respondents to be interviewed because of being too busy and this make
the study not to meet the deadline of submission of the report. This will be overcome by
requesting for ample time to hold discussions with key informants.

20
Limited financial resources to cater for typing, transportation, feeding and accommodation while
in the field. However the researcher solicited for funds from the parents and friends to ensure
that the research is done and completed on time.

Delay in response, some respondents may take a lot of time filling the questionnaires. The
researcher moved around checking on the respondents.

Respondents not willing to respond to questions/ giving excuses for not filling questionnaires,
the researcher explained to the respondents the purpose of the study.

21
 CHAPTER FOUR
CHAPTER FOUR: PRESENTATION ANALYSIS AND INTERPRETATION OF
RESEARCH FINDINGS

4.1 Introduction
This chapter presents the study finding as obtained from the field by the researcher from a study
entitled “Effect of motivation on employee performance: a case study of afro flight company
limited.” The study was guided by three research objectives; to evaluate the process of
motivating employees in organizations, to examine various forms motivating employees in
organizations and to analyze how employee performance is measured in organizations. The study
involved a sample of 50 respondents who were subjected to questionnaires and interview guides.
4.2 Demographic information of respondents
A total of 50 respondents participated in the study. They provided personal information on a
variety of variables. This information helped in ascertaining the validity of the responses they
provided. The findings are summarized in the table below.

4.2.1 Gender of respondents

Table 4.2: Showing gender of respondents

Gender response Frequency (f=n) Percentage (%)

Mae 20 40
Female 30 60
Total 50 100
Source: Primary Data (2021)

The respondents were asked to indicate their gender because the researcher wanted to make sure
that the views of both male and female were adequately represented. From table 4.2 above the
majority 30(60%) of the respondents were male and 20(40%) were female respondents. This
implies that Afro flight has a balanced workforce

22
4.2.2: Age bracket of respondents
Figure 4.1: Showing age bracket of respondents
80
70
60
50
40 Frequency
Percentage (%)
30
20
10
0
30-39 yrs 40-49 yrs 50 and above
Source: Primary Data (2021)
From the figure 1 above, majority of respondents 35(70%) were in the age bracket of 40-49 yrs,
5(10%) were in the age bracket 30-39 yrs and 10(20%) were in the age bracket of 50 yrs and
above. This implies that the majority of reapsndnets were mature enough to undertand the
issues that were being inveistgated and so were abale to provide reliable responses.
4.2.3 Education level of srespondents
Figure 4.2: Showing Education level of srespondents

23
 Certificate Diploma Degree

22%

58%
20%

Source: Primary Data (2021)

Findings in the figure 4.2 above shows that majority of respondents 29(58%) had attained a
degree level, 22% had attained certificates, and 20% had attained primary level. This implies that
respondents had higher level of education which enabled them to have adequate knowledge on
the issues that were being investigated. So it can be argued that they provided reliable responses.

4.2.4 Period worked in the organization

Figure 4.3: Period worked in the organization

50
45
40
35
30
25 Frequency (f=n)
Percentage (%)
20
15
10
5
0
1-3 years 4-6 years 6-8 years 8 and years
Source: Primary Data (2021)
The findings in the figure 4.3 above shows that majority of the respondents 24(48%) had worked
between 1-3 years, 15(30%) had worked between 4-6 years 6(12%) of respondents had worked

24
6-8 years and 5(10%) of respondents had worked for 8 and above years. This implies that
majority of the respondent had enough experience in the organizational matters.
4.2.5 Salary scale of respondents
Table 4.3: Salary scale of respondents

Response Frequency (f=n) Percentage (%)

500,000-900,000 15 30

1000,000-1490,000 20 40
1,500,000-2000,000 5 10
2000,000 and above 10 20
Total 50 100
Source: Primary Data (2021)
The findings in the table shows that majority of the respondents 20(40%) were earning between
1000, 000-1490, 000, 15(30%) of the respondents were earning between 500,000-900,000,
5(10%) of respondents were earning between 1500, 000-2000, 000 and 10(20%) of the
respondents were earning 2000,000 and above. This implies that majority of the respondents
were earning salary to earn a living.
4.3 To evaluate the process of motivating employees in organizations.
Table 4.4: The process of motivation does your organization go through

Process Frequency (f=n) Percentage (%)

Satisfaction process 15 30
Self motivation process 10 20
Involvement process 17 54
All the above 8 16
Total 50 100
Source: Primary Data (2021)
Results from the table 4.4 above reveal that majority of respondents indicated 17(54%) indicated
Involvement process, 15(30%) noted satisfaction process, 10(20%) indicated Self motivation
process and 8(16%) noted all the above. Involvement may be considered as an important phase
of the motivation process, which supports the desired behavior and persistence in efficient
actions. Involvement is more predictable in its effects than motivation and, thus, more

25
manageable by the company whose best interest is to encourage and further it. For instance,
social and functional integration in the workplace milieu, acceptance of responsibilities, efficient
communication, etc. is more or less influenced by the employee’s level of involvement.

Figure 4.4: Showing the benefits of following the process of motivation

8% 26%
20%
Improving ethical excellence
Achieving certain personal or
organizational goals.
Development of skills and
knowledge of employees
Setting performance standards
46%

Source: Primary Data (2021)

Results from the figure 4.4 above reveal that majority of respondents 23(46%) revealed that the
benefits of following the process of motivation is achieving certain personal or organizational
goals, 13(26%) of respondents indicated Improving ethical excellence, 10(20%) of respondents
noted development of skills and knowledge of employees and 4(8%) revealed setting
performance standards. This implies that motivation derives from the need or inner dynamism
that determines an individual to act in a purpose-driven way and whose force depends on the
level of satisfaction as perceived / anticipated by the individual that can be attained if the target
is reached.

4.4 To examine various forms motivating employees in organizations.

26
Table 4.5: Various forms motivating employees in organizations.
Various forms motivating employees in Frequency (n=f) Percentage (%)
organizations.
Financial motivation 37 74
Non financial motivation 13 26
Total 50 100
Source: Primary Data (2021)

Study findings in the table 4.6 above reveal that majority respondents received 37(74%)
Financial motivation whereas 13(26%) received Non financial motivation. This implies that the
employees were well motivated in the organization given the nature of motivation.

Table 4.6: Financial motivation

Financial motivation Frequency (n=f) Percentage (%)
Salary 28 56
Bonus 12 24
Commission 4 8
Allowances 6 12
Total 50 100
Source: Primary Data (2021)

Results from the table 4.6 above show that majority of respondents 28(56%) are motivated
through salaries, 12(24%) of respondents indicated bonus, 4(8%) off respondents noted
commission and 6(12%) revealed allowances. This implies that all employees in the organization
were motivated

Figure 4.5: Non financial motivation

27
 60
50
40
30
20
10
0
Recognition Job Security Training and Job design Delegation
development

Source: Primary Data (2021)

Results from the figure 4.5 indicate majority of respondents 30(60%) noted Training and
development, 9(18%) of respondents revealed promotion, 5(10%) of respondents showed job
enlargement, 2(4) showed job design and 4(8%) indicated delegation. This implies that all
employees in the organization were motivated. Training is an educational process. People can
learn new information, re-learn and reinforce existing knowledge and skills, and most
importantly have time to think and consider what new options can help them improve their
effectiveness and performance at work. Effective trainings convey relevant and useful
information that inform employees and develop skills and behaviors that can be transferred back
to the workplace

4.5 To analyze how employee performance is measured in organizations.

Table 4.7: How employee performance is measured in organizations

Non financial motivation Frequency (n=f) Percentage (%)

Productivity 7 14
High performance 26 52
Performance feedback 14 28
Setting performance objectives 3 6
Total 50 100

28
Source: Primary Data (2021)

Study findings in table 4.7 indicate that majority of respondents 26(52%) showed high
performance, 14(28%) revealed performance feedback, 7(14%) noted productivity and 3(6%) of
respondents showed setting performance objectives. This implies that performance is measured
and the competencies required. A performance agreement is the consequence of the resolutions
made mutually by the supervisor and the subordinate throughout the planning part of the
performance management sequence and offers a base for overseeing performance during the year
as it acts as a guide for improvement and development activities.

Table 4.8: Effective performance feedback is

Effective performance feedback Frequency (n=f) Percentage (%)

Timely 16 32
Specific 24 28
Behavioral in nature 7 14
Presented by creditable sources 3 6
Total 50 100
Source: Primary Data (2021)

Study findings in the table 4.8 above shows that majority of respondents 24(48%) noted effective
performance feedback specific, 16(32%) of the respondents indicated that effective performance
feedback is timely, 7(14%) noted that effective performance feedback is behavioral in nature and
3(6%) revealed that effective performance feedback is presented by creditable sources.

Study findings above are supported by Aguinis, (2019) who indicated performance feedback is a
critical component of all performance management systems. It can be defined as information
about an employee's past behaviors with respect to established standards of employee behaviors
and results. Effective performance feedback is timely, specific, behavioral in nature, and
presented by a credible source. The goals of performance feedback are to improve individual and
team performance, as well as employee engagement, motivation, and job satisfaction (

Further still Ludwig & Goomas, (2019), argued that it is imperative that workers are acquainted
with the goal they are working towards as well as the feedback and the bonus contingent on

29
attaining that goal. Performance development plans spell out what employees, together with their
supervisors need to do in definite areas of their jobs. This includes goal setting on what has to be
done and by when, an agreement reached on how the anticipated outcomes will be attained, plans
are also agreed on how behavioral performance problems will be addressed (Armstrong, 2015).

Armstrong (2019) reasons that although the feedback process is complex and often shunned by
both managers and employees particularly when the manager is required to give progressive
feedback, it should be timely because timely feedback can help employees correct performance
deficiencies and avert inaccuracies from accumulating. Therefore, feedback should be delivered
in a spirit of constructive counseling.

CHAPTER FIVE: SUMMARY OF FINDINGS, discussion of findings, CONCLUSIONS

AND RECOMMENDATIONS

5.1 Introduction
This chapter presents the summary of the findings this research focused on in chapter four. It
draws conclusions based on objectives and hypotheses of the study and policy recommendations
in relation to a specific result.
5.2 Summary of the study findings
5.2.1 To evaluate the process of motivating employees in organizations.
Results from the table 4.3 above reveal that involvement may be considered as an important
phase of the motivation process, which supports the desired behavior and persistence in efficient
actions. Involvement is more predictable in its effects than motivation and, thus, more
manageable by the company whose best interest is to encourage and further it. For instance,

30
social and functional integration in the workplace milieu, acceptance of responsibilities, efficient
communication, etc. is more or less influenced by the employee’s level of involvement.

Results also indicated that motivation aims at achieving certain personal or organizational goals,
improving ethical excellence, development of skills and knowledge of employees and setting
performance standards. This implies that motivation derives from the need or inner dynamism
that determines an individual to act in a purpose-driven way and whose force depends on the
level of satisfaction as perceived / anticipated by the individual that can be attained if the target
is reached.

5.2.2 To examine various forms performance motivating employees in organizations.

Majority of respondents revealed that employee are motivated through salaries, bonus,
commission and allowances. Results from the table 4.7 also indicated majority of respondents
are motivated through training and development, promotion, job enlargement, job design and
delegation. This implies that all employees in the organization were motivated.

5.2.3 To analyze how employee performance is measured in organizations.

Study findings in table 4.9 indicate that majority of respondents revealed that productivity is a
performance measure encompassing both efficiency and effectiveness. Labor productivity means
the output of workers per unit of time which is a commonly used and straightforward measure of
productivity. The growth rate of labor productivity is approximately equal to the difference
between the growth rate of output and the growth rate of the number of hours worked in the
economy
5.3 Discussions of findings
5.3.1 To evaluate the process of motivating employees in organizations.
Results from the table 4.4 shows responses on motivation process of employee where majority
54% said that involvement is key in the process implying that Involvement is more predictable in
its effects than motivation and, thus, more manageable by the company whose best interest is to
encourage and further it. For instance, social and functional integration in the workplace milieu,

31
acceptance of responsibilities, efficient communication, etc. is more or less influenced by the
employee’s level of involvement.

This is in line with literature reviewed by Terry & Franklin (2019) who believes that motivation
derives from the need or inner dynamism that determines an individual to act in a purpose-driven
way and whose force depends on the level of satisfaction as perceived / anticipated by the
individual, that can be attained if the target is reached (Vagu & Stegăroiu, 2017). Thus, the
employee expects to experience satisfaction (and therefore anticipates this positive/pleasurable
state before starting the effort). In our point of view, labor satisfaction can be regarded as the
ultimate goal of the employee who prepares to make an effort.

Study findings are also in agreement with Chi & Gursoy, (2019) who posit that that involvement
may be considered as an important phase of the motivation process, which supports the desired
behavior and persistence in efficient actions. Involvement is more predictable in its effects than
motivation and, thus, more manageable by the company whose best interest is to encourage and
further it. For instance, social and functional integration in the workplace milieu, acceptance of
responsibilities, efficient communication, etc. is more or less influenced by the employee’s level
of involvement. In our view, the employee’s involvement at his workplace can be highlighted by
the following variables skills, abilities, knowledge, capability, competence, devotion to work,
self confidence and confidence in others, experience, empowerment, attitudes, active conduct,
mobilization, participatory activism, self-efficacy, self- efficiency, results valuation.

The study findings above are supported by Sikula (2019), who revealed that as a person filters
and interprets stimuli using a learned set of values and assumptions, which may or may not prove
objectively true, accurate and trustworthy. Moral managers must remain responsive to both
reality and perceptions of reality. Recognizing one’s ethical roles at home or work and in society
can help people to not become delusional with false hopes and dreams. Moving toward ethical
excellence means to better recognize the differences between a perception of reality and the
world as it actually is (Sikula, 2019).

Further still Sikula et al. (2019) asserted that development of skills can take substantial
advantages of pre-existing work habits, as they can be integrated and applied as operational
elements in the structure of skills. Of course, a successful accomplishment of labor tasks does

32
not rely solely on skills and abilities, but also on the amount of motivation and interest elicited
by the tasks in question, on labor conditions, interpersonal relationships, etc. In order to explain
the fact that a motivated, satisfied and highly skilled / trained employee (with adequate skills and
abilities) does not always equal performance, we must distinguish between human “can-do”
versus “will-do”. This is further evidence that supports the importance of the self motivation
phase that precedes the involvement phase.

5.3.2 To examine various forms performance motivating employees in organizations.

Study findings in the table 4.6 revealed that majority respondents received 37(74%) Financial
motivation whereas 13(26%) received Non financial motivation. This implies that the employees
were well motivated in the organization given the nature of motivation.

The findings are in agreement with Zaraket & Saber, (2017) who revealed that financial rewards
include pay, bonuses, transportation facility, health insurance, and pensions. Therefore,
employees receive financial payments from their employers in the form of salary or commissions
(Zaraket & Saber, 2017). Basically, there are different types of financial rewards. A bonus can be
defined as an additional compensation given to an employee as a motivator or a reward for
his/her hard work. It is given to workers majorly due to their performance. These performances
might include: creating more deals, increasing sales, or inspiring new production line. Therefore,
managers use bonuses to motivate their subordinates toward specific goals. Employees who do
their best want reasonable pay that satisfies their needs.

Kumar et al, (2018) revealed that financial incentives in the form of wages, allowances, health
insurance among others are offered at the beginning of employment. It has been proven in
research, that these factors have a pivotal role in affecting the employee attitude towards his
work. Secondly, a good working culture and environment, job retention can be achieved through
financial rewards. But the main issue is that which monetary factors influence the most and if
any would do, which are those? Bonus and increment can be given to employee as per the
performance although salary can be decided at the point of appointment. It has been found by
various researchers that employees rank ‘money’ as the highest motivator for an individual but
there is a lack of research in regards to which monetary incentive ranks high as a monetary
factor.

33
According to Perry al., (2016) there are other means to reward employees that do not just focus
on financial allowances. Some of these include the praised that employees are able to acquire
from their managers, the opportunity to take on important projects or tasks, and even leadership
attention. Much research on leader power has found that supervisor reward power would be
positively associated with employee task performance, productivity, satisfaction, turnover, and
organizational citizenship behaviors (Neckermann, 2018).

Results from the figure 4.5 indicate majority of respondents 30(60%) noted Training and
development, 9(18%) of respondents revealed promotion, 5(10%) of respondents showed job
enlargement, 2(4) showed job design and 4(8%) indicated delegation. This implies that all
employees in the organization were motivated.

The study findings above are supported by Baldoni, 2015; Krause, (2018) who posit that the role
of verbal recognition in stimulating employee performance has been highlighted by many
authors who argue that the underlying assumption in this employee verbal and material
recognition approach is that, like all individuals, employees need some acknowledgement of
their accomplishments. Gines (1998) observes that companies must foster employee motivation
through acknowledging achievements that are in line with corporate long term objectives as well
as activities that generate immediate results. This is best accomplished by incorporating the
company’s culture and values into the training regime. It is anticipated that the employees will,
ultimately, internalize this into their day-to-day activities.

Alansari (2011) study supports the importance of recognition in employee achievement as being
one of the top most important aspect of job satisfaction and performance as it in turn inspires
employees to work even harder. In support, Milne (2007) too observed that employee
recognition programmes can positively affect motivation, performance and interest in the job
within the organization.

Study findings are also supported by Sandamali1 et al., (2017) who revealed that training has
traditionally been defined as the process by which individuals change their skills, knowledge,
attitudes, and or behavior. Training is an educational process. People can learn new information,
re-learn and reinforce existing knowledge and skills, and most importantly have time to think
and consider what new options can help them improve their effectiveness and performance at

34
work. Effective trainings convey relevant and useful information that inform employees and
develop skills and behaviors that can be transferred back to the workplace.

Most of the organization provides training for their employee to improve their skills and talents
and also to equip with latest developments. Training can have several benefits for the
organization such as; career development, promotion within the organization and diversity
development. An employee’s skills can be improved through good training programs and which
can impact employee job performance as well. Through, a better job performance will be eligible
for promotion and also for various monetary benefits. Sense of job security and earning potential
also increases among the employees due to skill development (Heathfield, 2018).

Further still, Rizvi et al, (2018) reechoed that job security is a sense of safety in retaining their
current job in the organization and also a sense of feeling that they will be able to retain this job
for a long term. There are several factors which lead to job security sense for an employee. For
example, salary, employee developmental activities and also for providing good living condition
for themselves and for his/her family.

5.3.3 To analyze how employee performance is measured in organizations.

Study findings in table 4.7 indicate that majority of respondents 26(52%) showed high
performance, 14(28%) revealed performance feedback, 7(14%) noted productivity and 3(6%) of
respondents showed setting performance objectives.

The study findings above are in agreement with Bhatti (2018) who revealed that productivity is a
performance measure encompassing both efficiency and effectiveness. Labor productivity means
the output of workers per unit of time which is a commonly used and straightforward measure of
productivity. The growth rate of labor productivity is approximately equal to the difference
between the growth rate of output and the growth rate of the number of hours worked in the
economy

Armstrong (2019) also added that performance agreements at this phase identify performance
expectations (objectives), how When planning and assessing individual performance,
35
performance agreements are used as reference points and are therefore a significant factor of a
performance management procedure. They also contain agreements on expectations (outcomes),
capabilities and actions required, described as performance and learning goals; and on action
plans to foster performance and capabilities (Armstrong, 2015).

Martanto & Efendy, (2018) also emphasize that for performance to be successful, it should be
heralded by good planning which commences with the formulation of strategic plans of an
organization that is; setting of the key goals and objectives of the organization. The performance
planning stage should have the ability to define what ought to be done in accomplishing goals at
each unit level. Therefore, the consequences of performance planning should be mutual
understanding and agreement on the goals, objectives, performance standards as well as
competency needs approved by both parties which then become the work plans.

5.4 Conclusion
5.4.1 To evaluate the process of motivating employees in organizations.
Finding from the study concludes that employees are motivated to many reasons like; helping
them in organizations to perform their work as assigned, to maintain employees to employers
relationship, to encourage employees performance their efficiently and effectively, to help
employees solve their personal problems, to encourage team work as well as improving on the
employees morale at their work places to perform better for improved organizations
performance.

5.4.2 To examine various forms performance motivating employees in organizations.

As regards to the dimension of financial motivation, it was concluded that financial motivation
has a positive significant effect on the performance of employees. It was noted that was noted
that employs are always rewarded with salaries, duty allowances, bonuses, among others. They
believe that these motivate teachers to perform with enthusiasm.

36
From the research findings, it was equally concluded that non-financial motivation has a
significant positive relationship on the performance in the organization. Therefore, non-financial
rewards like job security, promotion, recognition, delegation, and job design were used to
encourage employees to perform with zeal.

5.4.3 To analyze how employee performance is measured in organizations.

The study concluded that continuous feedback increases the efficiency of the employee and the
effectiveness of the job well done; improves employee engagement and job satisfaction. It was
presented that in findings, continuous feedback has helped the organization to identify potential
problems; continuous feedback enhances the productivity of the Afro Flight Company Limited
and boosts the employees to give their best. Continuous feedback also aligns employees with
Afro Flight Company Limited Strategy; creating an engaging and enjoyable workplace.

5.4 Recommendations
From the findings the researcher recommends that, there is need to re-evaluate the performance
measurement initiatives with a view of making them understandable to the employees. This may
enhance their appreciation of what the managers do and thus motivate them to work harder.
Management should evaluate new ways of motivating employees to perform better.

Employees in the organization seem to prefer being evaluated according to the uniqueness of
their job description as opposed in one for all measurement practice. Managers should also
consider allowing employees to work in teams and also allow them to make decisions when
faced with problems.

Since financial rewards highly motivate employees to perform with zeal, managers should:
ensure that remunerations like salaries and other allowances are commensurate with the work
done as this would encourage teachers to work hard towards achieving organizational objectives;
and ensure timely payment of allowances as this would compel teachers to beat deadlines on
minimal supervision.

Since human beings are craving beings, there is a need for managers to equally address
employee’s motivation using non-financial means like recognition, promotion, challenging

37
responsibility. A performance assessment for the renewal of a contract should be put in place and
strictly followed

The employees also observed that rewards are generally awarded to the employees at one level
rather than according to the performances of the individuals. Some of the employees had taken
the slow rewards awarding activity in critical ways. It is observed that rewards should be
awarded to deserving employees in no time. The prompt rewarding of employees may motivate
them and improve their performance.

The interviewers suggested that there should not be large remuneration gaps among the various
levels of employees. The rewards should be equitable and performance linked. During the
interview session some employees perceived that the organization do not comply with promises
made at the time of appointment. It was suggested that employment contract documentation
should be implemented.

5.5 Area for further studies

1. The effectiveness of salary motivation on performance of an organization in Uganda.
2. The relationship between employee motivation and labour turn over in organizations
3. How employee’s past work experience and their attitudes affect motivation towards work.

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QUESTIONNAIRE RESPONDENTS

41
Dear Respondent,
I am, Magara Chrispus Reg. No 17/U/6289/BSD/PD a student of Kyambogo University
undertaking a Bachelor’s of Business Studies with Education. I am undertaking a research titled
the “Effect of motivation on employee performance: a case study of Afro Flight Company
limited”. The questionnaire provides a set of structured questions seeking responses on the topic
as provided. Please be as objective as possible in filling this questionnaire. All responses
provided will remain confidential; and will be used purely for academic purposes.
SECTION A: BACKGROUND INFORMATION (TICK WHERE APPLICABLE)

Gender/gender of respondent Tick

Male
Female

Age bracket Tick

30- 39Years
40- 49Years
50 Years and above

Level of Education Tick

Certificate
Diploma
Degree

Period worked in the organization Tick

1-3 years
4-6 years
6-8 years
8 and years

What is your salary scale? Tick

42
 500,000-900,000
1000,000-1490,000
1,500,000-2000,000
2000,000 and above

SECTION B: TO EVALUATE THE PROCESS OF MOTIVATING EMPLOYEES IN

ORGANIZATIONS.
What process of motivation does your organization go through?
a. Satisfaction process
b. Self motivation process
c. Involvement process
d. All the above

To what extent does the process of motivation help the organization?

a. To a greater extent
b. Smaller extent
c. Lesser extent
d. All the above

What are the benefits of following the process of motivation?

…………………………………………………………………..
……………………………………………………………………..
………………………………………………………………….
……………………………………………………………………….
How satisfied are you with the benefit of motivation process

Satisfied Very satisfied

Dissatisfied Very dissatisfied

SECTION C: TO EXAMINE VARIOUS FORMS OF MOTIVATING EMPLOYEES IN

ORGANIZATIONS.
FINANCIAL MOTIVATION
What are the various forms of motivating employees?

43
 a. Financial motivation
b. Non financial motivation
If financial motivation, what are the types.
a. Salary
b. Bonus
c. Commission
d. Allowances
If non financial motivation, what are the types
a. Promotion
b. Job enlargement
c. Training and development
d. Job design
e. Delegation
SECTION D: TO ANALYZE HOW EMPLOYEE PERFORMANCE IS MEASURED IN
ORGANIZATIONS.
How is employee performance measured in your organization?
a. Productivity
b. High performance
c. Performance feedback
d. Setting performance objectives
Effective performance feedback is

Timely Specific Behavioral in nature

Presented by creditable sources

When are performance checks done in the organization?

Weekly Monthly Quarterly Annually

Thanks for time and cooperation

APPENDIX TWO: INTERVIEW GUIDE FOR COMPANY MANAGER

44
1) What is mostly used to motivate employees’ performance?
2) In your view, how do financial rewards (if used) at this institution motivate employee?
3) Which financial rewards mostly encourage employee to perform better?
4) Who most often delegates- top administration or head of departments?
5) Which process does the company go through to motivate employees
6) Do you provide training opportunities to lecturers in this institution?
7) In which way is the training offered to employees related with their performance?
8) What are your recommendations regarding motivation practices and performance of
lecturers in this institution?

Thanks for time and cooperation

45