COLLAGE OF SOCIAL SCIENCE AND HUMANITY

DEPARTMENT OF PSYCHOLOGY

A RESEARCH PROPOSAL ON THE FACTORS THAT AFFECT THE

LECTURER’S MOTIVATION IN WORK ENVIROMENT: THE CASE
OF BONGA UNVERSITY

BY: MERTA DESALEW

ADVISOR: INST. ABERA DEGU

DECEMBER, 2023
BONGA, ETHIOIA

TOGETHER WE CAN!!!
Contents
CHAPTER ONE: Introduction.................................................................................................1
1.1 Back ground of the study.....................................................................................................1
1.2 Research question.............................................................................................................2
1.3 Statement of the problem..................................................................................................2
1.4 Objectives of the study................................................................................................3
1.4.1 General objective of the study..............................................................................3
1.4.2 Specific objectives...............................................................................................3
1.5 The significant of the study..............................................................................................3
1.6 Delimitation of the study..................................................................................................4
1.7 Limitations of the study....................................................................................................4
1.8 Operational definition of work motivation.......................................................................4
CHAPTER TWO: LITERATURE REVIEW............................................................................5
2.1. Theoretical perspective....................................................................................................5
2.1.1. Need-based Approach or Content theory..................................................................6
2.1.2. Abraham Maslow’s Hierarchy of Needs..................................................................6
2.1.3. Process theory...........................................................................................................8
2.1.4. Equity theory.............................................................................................................8
2.2 Role of motivation strategies at work setting...................................................................9
CHAPTER THREE: RESEARCH METHODOLOGY...........................................................11
3.1. Research Design............................................................................................................11
3.2. Description of the Study Area.......................................................................................11
3.3. Target Population..........................................................................................................11
3.4. Sample size and sampling technique.............................................................................11
3.5. Sources, types data and Methods data Collection.........................................................12
3.6. Methods of Data Analysis.............................................................................................12
3.7 Ethical consideration......................................................................................................12
Budget planning.......................................................................................................................13
References................................................................................................................................14

II
CHAPTER ONE: Introduction

1.1 Back ground of the study

Arguably, teachers are the most important group of professionals for our nation’s future.
Therefore, it is disturbing to find that many of today’s teachers are not satisfy with their job,
Beer and Beer, (1992) Many factors have been found and examined in an attempt to fine
which one promote workers motivation in the organization. Pay incentives have been found
to be unsuccessful which of course decrease the motivation of worker at work place. Another
motivational factor at work is freedom of doing certain job which will initiate the worker to
create new ideas by themselves, and achievement of appropriate responsibility. According to
Sylvia and Hutchins, (1985), they concluded in their study that, teacher’s motivation is based
on the freedom of performing new ideas by themselves, achievement of appropriate
responsibility level to carry over certain job, and intrinsic work elements and extrinsic work
elements. Another study is also the work of green wood and soars, (1973); the study
discussed that, ‘less lecturing by the teachers and the class rooms discussion related
positively to moral and father supports and the important of the higher order need.

As McComick and Tifflin, (1979), motivation can be either intrinsic or extrinsic. Intrinsic
motivation stem from motivation that are inherent in the job itself and that the individual
enjoys as a result of successfully completing the tasks or attaining the goals such motivational
variables are job satisfaction, job attitude, feeling of discomfort, expectation for growth etc.
Intrinsic motivations are those variables which are termed as psychological need in nature.
While, extrinsic motivation is those that are external, such as payment, work condition,
promotion, work environment, working hours etc. Both extrinsic and intrinsic have their
effect on worker’s motivation for a task if they are not made. According to Ajila, (1997), an
intrinsic motivated individual will be committed to his work to extent with the job inherently
contains task that are to him or her. And extrinsically rewarded person will committed to
extent that, he or she will again receive external reward for her or his job. He,( Ajila), futher
suggest that for individual to be motivated in a work situation, there must be a need which
the individual would have perceived as expectation for growth or a possibility of satisfaction
through some reward. If the reward is described as external to the job, the motivation is going
to be described as extrinsic motivation and the same is true for intrinsic motivation. Therefore

1
both intrinsic and extrinsic motivation has something to mean in motivating worker in an
organization.
Therefore, this study will research out and explore the nature and influence of intrinsic and
extrinsic motivations on the work of the employee in the academic area. This research will try
to examine the intrinsic (internal) and the extrinsic (external) factors that affect worker’s
motivation in the organization.

1.2 Research question

This research will address the following basic questions:-

1. What are the external (extrinsic) factors that affect teacher’s motivation?
2. What are the internal (intrinsic) factors that affect teacher’s motivation?
3. What is the dominant factor that affects worker’s motivation?

1.3 Statement of the problem.

Work motivation has been really a matter in many organizations in the developed countries.
And motivation for work is always been chronic diseases within the companies found in
developing country including Ethiopia and its educational institutions. For instance, many
teachers have been found complained about their salary in the study conducted by, Beer and
Beer, (1992). He confined in his study that, workers were not doing their work due to absence
of appropriate motivational strategies. According to Berjum and Lehr, (1964), the individuals
who received individual incentives perform better than those did not receive. And the
workers exhibited productive work behaviour when rewards are made contingent up on
performance.

To make the organization achieve its goals and objectives, an appropriate motivational
strategy much be employed in the organizational system in order to improve the performance
of workers. Akerele, (1991), observed that, poor remuneration in relation to profits made an
organization wage differential between those with high and low morale. Lack of
commitment and low productivity and happen among workers.
The researcher aims to address the existing gap in the literature regarding motivation issues
by conducting a study. Several previous studies, such as Oloko (1977), Kayode (1973),
Eguluridi (1981), Nwachukwo (1994), and Ajila (1997), have explored the motivation of
workers and the increasing need for well-motivated human resources in the workplace.
However, despite the multitude of variables or factors that influence worker motivation, the
researcher's focus will be on specific extrinsic variables (salary, promotion, work

2
environment, working hours) and intrinsic variables (job satisfaction, job attitude, expectation
for growth, feeling of discomfort) with specific focus on Bonga university. The objective is to
explore and identify how these variables impact worker motivation within an organization,
thereby addressing the existing research gap.

1.4 Objectives of the study

1.4.1 General objective of the study

The general objective of the study will be to assess the factors that affect the lectures in the
work in environment in case of Bonga University

1.4.2 Specific objectives

The specific objectives of the study will be:-
1. To examine the external (extrinsic) factors that affect teacher’s motivation
2. To identify the internal (intrinsic) factors that affect teacher’s motivation
3. To investigate the dominant factors that affect worker’s motivation

1.5 The significant of the study

This study will be useful for Bonga Unversity to make decision on how to improve the
power of motivation within organization. Motivation is very useful for any organization and
it is also wrathful for the administration of an organization to fellow a better way of
reinforcing its workers. When there is a good motivation strategies in the organization, there
will be a powerful hope for the development growth of a nation since the nation’s future is
depend on this group of professional most, Oloko, (1977). According to Steven and White,
(1997), the improvement of teacher’s motivation has benefit for teachers as well as for the
nation’s development through well graduate students from the colleges. When there are
proper uses of motivational strategies in the organization the worker will be motivated to
work and the outcome will be impressive to the overall nations.
The research findings will also be valuable for the decision-making bodies within the Human
Resource Management sub-office at Bonga University. These findings will assist them in
ensuring quality assurance when hiring qualified teachers during periods of new employment.
Additionally, the data can be utilized for orienting and reinforcing necessary organizational
aspects before the commencement of the job.

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1.6 Delimitation of the study
This research was studied at the academic staff of the Bonga University including all lectures
found at the campus. With regards to the delimitation in content, the study It will be
conducted to explore the factors that affect wmotivation in Bonga town: department of health
only. It did not include others colleges in the university.

1.7 Limitations of the study

While conducting study, the researcher encountered limitations such as financial constraints,
time constraints, limited knowledge/experience, and challenges in building a strong
researcher-respondents relationship, which could potentially impede the timely completion of
the study. To address these challenges, the researcher proactively searched alternative
funding sources, allocate time efficiently through effective project management techniques,
actively pursue continued learning and seek guidance from experts to enhance knowledge and
expertise, and prioritize open and ethical communication to foster positive relationships with
respondents. By implementing these strategies, the researcher will be better equipped to
overcome the limitations and increase the likelihood of successfully completing the study
within the intended timeframe.

1.8 Operational definition of work motivation.

 Work motivation is defined in this studied as the internal (intrinsic) and external
(extrinsic) variables that initiate the worker and impel them to perform and
commit themselves to work
 Intrinsic motivation is the internal or psychological factors that workers
motivation in the work environment.
 Extrinsic motivation is the variables which affect workers motivation in the work
setting.

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 CHAPTER TWO: LITERATURE REVIEW
2.1. Theoretical perspective
Workers motivation has been studied for many years ago by different researchers and also
they have defined it as many ways as it been possible in their own theoretical explanation.
Even though there is no one possible definition, researchers have defined differently. The
following are some of the theoretical definitions

Motivation can be studied through several broad approaches vis-à-vis content or need based
theories, process theories and reinforcement theories. However, the term employee
motivation is a complex and difficult term to define; therefore a precise definition of this
concept is elusive as the notion comprises the characteristics of individual and situation as
well as the perception of that situation by the individual (Ifinedo 2003; Rosenfeld & Wilson
1999).
Motivation is a human psychological characteristic that contributes to a person's degree of
commitment (Stoke, 1999). It includes the factors that cause, channel, and sustain human
behaviour in a particular committed direction.
Luthan (1998) defines motivation as, “a process that starts with a physiological deficiency or
need that activates behaviour or a drive that is aimed at a goal incentive”.
An organization’s liveliness, whether public or private, comes from the motivation of its
employees, although their abilities play just as crucial, a role in determining their work
performance, their motivation (Lewis, Goodman & Fandt 1995).

Golembiewski (1973, p. 597) refers to motivation as the degree of readiness of an

organization to pursue some designated goal and implies the determination of the nature and
locus of the forces inducing the degree of readiness.

To Kelly (1974, p. 279), motivation has to do with the forces that maintain and alter the
direction, quality and intensity of behaviour.

According to Hoy and Miskel (1987, p.176), employee motivation is the complex forces,
drives, needs, tension states, or other mechanisms that start and maintain voluntary activity
directed towards the achievement of personal goals.

In short, Dessler (2001) defined motivation as the intensity of a person’s desire to engage in
some activity. From the above definitions some issues are brought to mind that deal with
what starts and energizes human behaviour, how those forces are directed and sustained as
well as the outcomes they bring about performance
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2.1.1. Need-based Approach or Content theory
According to this theoretical explanations (Need based approach or content theory), the
individuals have their internal need which are said to be primarily in their origin for a certain
work to be performed and the different factors which influence their functions. These will
change the direction of performance of a person and behave differently when the desires are
not made.

”Several factors are believed to influence a person’s desire to perform a work or behave in a
certain way. The need-based theories explained these desires; they explained motivation
primarily as a phenomenon that occurs intrinsically, or within an individual. We can widely
recognize two need-based theorists and their theories: Maslow’s hierarchy of needs and
Herzberg et al.’s two factor theory”.

Therefore understanding motivation of workers at work place will lead us to explain how the
work of Maslow’s hierarchy of need theory noted. And the way he explained.

2.1.2. Abraham Maslow’s Hierarchy of Needs

Maslow’s was telling the world about his understanding of motivations that he founded the
five different types of motivation. Such motivations are called “fundamental needs”;
psychological needs, security, affiliation, esteem, and self actualization. The functions of
these needs are consecutively ordered. When one of the needs is not satisfied, the next need
will not be possessed by individual. According to Maslow, once a need is satisfied it is no
longer a need.

Abraham Maslow’s (1943, 1970) need-based theory of motivation is the most widely
recognized theory of motivation and perhaps the most referenced of the content theories.
According to this theory, a person has five fundamental needs: physiological, security,
affiliation, esteem, and self-actualization. It ceases to motivate employees’ behaviour and
they are motivated by the need at the next level up the hierarchy.

Physiological needs

Physiological needs are the first need to be satisfied by individual in the hierarchy need of
Maslow “The physiological needs include pay, food, shelter and clothing, good and
comfortable work conditions or work environment etc.” in other word, these need are called
physiological or basic needs in their foundation, because these need must be satisfied by
individual first, when talking about the motivation at every work place.

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Security needs

When physiological need is fulfilled, then the security of a person will be followed. These
needs are said to be “The security needs” the need for safety, fair treatment, protection
against threats, job security etc. The needs, which Maslow coded in his theory of Hierarchy
of need as the need for safety of human life and career development, is always be the first in
hierarchy.

Affiliation need

Human being always wanted to be a part of the society, community, and also be a friend or
love one for people around him or her. Need for affiliation is the need that individual want to
possess that he shall be a part of society, “Affiliation needs include the needs of being loved,
accepted, part of a group etc”.

Esteem need

These need include the need for generatively; that an individual strive toward a states of
being ” independence, autonomy, respect, recognition, achievement etc” , someone who had
been succeeded in life process, and being respected in the community and showing people
that he had had been through meaningful life time.

Self-actualization

The most and the powerful need which people strive toward, is to be self- actualizing person.
This is quite difficult to possess. Therefore when people are about to reach this stage, there
will be change in individual’s mentality and the way their cognitive process is acting.
Therefore, according to Maslow’s theory of hierarchy needs it includes,” realizing one’s full
potential or self-development; he call it the pinnacle of one’s calling. This is the highest level
of need.

People who have been considered to be the people who have reached this stage are few in
number. For instance, Mandela of South Africa was said to be one in the world who reached
this stages.

2.1.3. Process theory

All process theories have something in common; our cognitive processes determine the
workers level of motivation. Equity and fairness in the workplace has been found to be a
major factor in determining Employee motivation, (Lewis et al. 1995: 502).

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2.1.4. Equity theory
Equity theory assumes that one important cognitive process involves people looking around
and observing what effort other people are putting into their work and what rewards follow
that effort. Reinforcement or reward means something in whatever performance, and it
should be rewarded. So, the workers will measure the value of that reward, whether it is
being followed by positive or negatives reward which increase or decrease the chance that the
employee expose their effort or drown the effort back again, McKenna (2000, p. 112) and
Sweeney (1990). These researchers have noted that, equity theory is the most important
framework, that make clear of motivation and it has a room in understanding the role of work
motivation.

According to Lewis et al. (1995), expectancy theory is the most comprehensive motivational
model that seeks to predict or explain task-related effort. The theory suggests that work
motivation is determined by two factors: (1) the relationship between effort and performance
and (2) the desirability of various work outcomes that are associated with different
performance levels. Simply put, the theory suggests that the motivation that will lead to job
satisfaction is a function of the perceived relationship between an individual’s effort,
performance, and the desirability of consequences associated with job performance (Lawler,
1973; Vroom, 1964). That is, employees are influenced by the expected outcomes of their
behaviours and motivation at work or the perceptible link between effort and reward.

2.2 Role of motivation strategies at work setting

Motivation can play a role in the organizations. Therefore, an organization must and shall
reward its workers with the appropriate conditions which will initiate worker to commit
themselves to work.
When motivating workers many strategies must be employ in the process, like for instance,
money, salary availability of information and communication, and staff training,
psychological motivation these strategies are very strong motivational factors which are said
to be effective motional events at work place or in an organization

Salary / money and working hours

A manager is expected to understand the role of salary within the work place. When salary
is used as motivators, you need to understand its four major’s component or structure. These
are, 1- the job rate, which relates to the importance the organization attaches to each job; 2-
payment, which encourages workers or groups by rewarding them according to their
8
performance; 3- personal or special allowances, associated with factors such as scarcity of
particular skills or certain categories of information professionals and 4-fringe benefits such
as holidays with pay, pensions, and so on. Money is very important motivational factor and it
remains effectives among all motivational factors within organization when it is goes together
with credited hours. Akintoye (2000) asserts that money remains the most significant
motivational strategy. As far back as 1911, Frederick Taylor and his scientific management
associate described money as the most important factor in motivating the industrial workers
to achieve greater productivity.
When money is used as motivators, the leader should expect the greater productivity that
worker impose to the job due to its reinforcement. Katz,in Sinclair, et al.
(2005) demonstrates the motivational power of money through the process of job choice. He
explains that money has the power to attract, retain, and motivate individuals towards higher
performance.

Staff training
What matter is not the autonomous or independence of the organization but how the
motivation strategy is used in the organization. Training is the most crucial technique to push
the workers to committee themselves to their jobs and have a confidence to perform tasks
with efficacy. “Staff training is an indispensable strategy for motivating workers”. The
organization must have effectives training programmed. This will let the entire worker to
improve their workforce and well trained professional actions which will display the
dependency or autonomous of organization.

Information availability and communication

Information is one motivation agents, and very important working strategy in which the
manager can motivate its workers to perform an activity and brought external experience of
others organization to update the workers within organization. The relationship of
organization and others external organization is through communication and information
encoding of the organization through strong manager and its workers as well. Olajide, (2000),
according to this researcher, communications, cooperatives, and collaborative with one
another as mean of information package, are crucial ways which will brought workers to
think of improvement at work environment.

9
Information availability brings and yield powerful peer pressure, where two or more people
running together will run faster than when running alone or running without awareness of the
pace of the other runners. By sharing information, subordinates compete with one another.
Generally, work motivation mean something within the organization, and it is the only way in
which worker improve their working habit and teachers should be reinforced to meet their
work characteristics; knowledge base, technical skill, values and beliefs

CHAPTER THREE: RESEARCH METHODOLOGY

3.1. Research Design
This study was conducted by using the descriptive research design. Descriptive method has
been used to, just, described the finding in the way they happened. According to Ezeani
(1998), he used descriptive research methodology in the sense that it only describes the
factual information being collected with detail in their existing phenomenon. Therefore,
Descriptive research design was the best option to employ for the study so as to achieve the
very essence of the paper.

3.2. Description of the Study Area

The research was conducted in Bonga University which is found in Bonga town that is
located at about 460 km distance from the capital of Ethiopia, Addis Ababa. The researcher

10
conducted her study in all departments which the university possess in order to identify the
factors that affect lecturer’s motivation in the work environment. Therefore, the study was
conducted on the teachers or instructors of Bonga University.

3.3. Target Population

All Instructor or teachers of Bonga Unversity were the population for the study. According to
the information given from human resource management of Bonga University, the institution
has 260 lecturers.

3.4. Sample size and sampling technique

In order to select the sample size, the researcher used simple random sampling. This
technique have been used the researcher to select the participant simply by giving equal
chance to every member of the department to participate in the study. In order to identify the
number of sample size, the researcher employed sample size determination formula
developed by Yamane (1967). n = N/ (1+ N (e) ²) the formula has the following assumptions:
- a 93 % confidence level, 7% non-response rate and p = 0.5. Where n is the sample size, N is
the population size and e (0.07) is the level of precision.

=250/1+250 (0.07)²
= 250/ 1+250(0.049)
=250/13.25
= 19

3.5. Sources, types data and Methods data Collection

In this study, both quantitative and qualitative data were used. Both types of data emanated
from primary and secondary sources. The primary data were collected from teachers or
instructors of Bonga University. The secondary data were from collected through reviewing
relevant literatures that include books and the internet. For the collection of the primary data,
the researchers were questionnaires, which included both open ended and close ended
questions.

3.6. Methods of Data Analysis

Depending on the objectives of this given study and nature of the data available, both
quantitative and qualitative analysis techniques was applied to analyze the data. In this study,
descriptive statistical tools such as, percentages and frequencies were used to analyze the
primary data. Thematic analysis will be used to analyze qualitative data.

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3.7 Ethical consideration
The researcher obtained a legal letter from the Department of psychology to secure
permission from the respondents for conducting the study. In this study, the researcher
ensured the protection of participants' rights and respected their privacy and confidentiality.
Various ethical considerations were implemented in the conduct of this study. Additionally,
the researcher adhered to the principle of voluntary participation to prioritize the interests of
the respondents

CHAPTER FOUR

RESULTS AND DESCUSSIONS

4. Data Analysis and Discussions
This chapter specifically, deals with the discussion of the results obtained from instructors
through questionnaires in Bonga University. The data were collected from selected teachers
by random sample techniques.

4.1. Demographic Characteristics of Respondents

Table 1: Demographic Characteristics of Respondents

Attribute Category Frequency Percentage

Diploma 0 0%
Educationa Degree 11 57.89%
l level Master Degree 8 42.10%
Total 19 100%
Age of the = < 25 Years 5 26.31%
respondent 26 – 30 Years 13 68.42%
s =31 Years 1 5.26%
Total 19 100%
Management 3 15.78%
Area of Computer science 2 10.52%
Profession Nursing 1 5.26%

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 Economics 3 15.78%
Accounting 1 5.26%
Law 1 5.26%
Public Health 0 0%
Pharmacy 1 5.26%
Engineering 2 10.52%
Marketing 1 5.26%
Health Officer 2 10.52%
Sociology 1 5.26%
Total 19 100%
Work =<3 Years 3 15.78%
experience 4 – 7 Years 12 63.15%
>=8 Years 4 21.05%
Total 19 100%
Male 14 73.68%
Sex of the Female 5 26.31%
respondent Total 19 100 %
s

The above table gives information about the respondents the study. In terms of educational
level, none of the respondents are at diploma, while 11 respondents (57.89%) have a degree,
and 8 respondents (42.10%) have a master's degree. Therefore, most of the respondents
(57.89%) of the study are degree holders.

When considering the age of the respondents, 5 (26.31%) fall under the category of being
younger than 25 years old, 13 (68.42%) are between 26 and 30 years old, and 1 respondent
(5.26%) is 31 years old.

Looking at the departments which the respondents teach, management is the most common
with 3 respondents (15.78%), followed by computer science and economics with 2
respondents each (10.52%). Other departments represented for the study represented include
nursing, accounting, law, pharmacy, engineering, marketing, health officer, and sociology,
with each having 1 respondent (5.26%). Notably, there were no respondents from the public
health profession.

In terms of work experience, 3 respondents (15.78%) have less than or equal to 3 years of
experience, 12 respondents (63.15%) have 4 to 7 years of experience, and 4 respondents
(21.05%) have 8 or more years of experience.

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 Lastly, in terms of sex, the majority of respondents are male, accounting for 14 respondents
(73.68%), while 5 respondents (26.31%) are female.

4.2 Factors Affecting Bonga University lecturer’s Motivation to Work

Table 2: Distribution of the extrinsic variables that affect worker’s motivation

Attribute Category Frequency Percentage
Salary and promotion 5 26.31%

Salary and working hours 4 21.01%

\\\\External (Extrinsic) variables
Working hours and promotion 1 5.26%

Promotion and communications 3 15.78%

Communication among co-workers 2 10.52%

and working hours
Communication among co-workers 1 5.62%
and promotion
All variables under study. 3 15.78%
Total 19 100%

Source:- survey, 2024

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As it can be observed from the Table 2 above the respondent was asked to select one or more
variables which they think affect their work motivation, hence it was from their selection of
these variables in the table 2 above that, the discussion below followed Among the various
attribute categories, "Salary and promotion" emerges as the most prevalent, appearing five
times and accounting for 26.31% of the total. This indicates a significant proportion of
respondents considering salary and promotion as important external factors impacting
motivation .Following closely is the category "Salary and working hours," which appears
four times, representing 21.01% of the total. The substantial frequency of this combination
suggests that a considerable number of respondents recognize the influential role played by
both salary and working hours in shaping motivation. Conversely, the category "Working
hours and promotion" only appears once, making up 5.26% of the total. This suggests that a
smaller proportion of respondents considered the relationship between working hours and
promotion as significant in influencing motivation.

"Promotion and communications" is mentioned three times, accounting for 15.78% of the
total. This indicates that a moderate number of respondents perceived a connection between
promotion opportunities and effective communication, recognizing the impact of
communication on motivation.

The category "Communication among co-workers and working hours" is mentioned twice,
representing 10.52% of the total. This suggests that a portion of respondents believed that
effective communication among co-workers is related to working hours when it comes to
influencing motivation. On the other hand, "Communication among co-workers and
promotion" appears only once, making up 5.26% of the total. This implies that a smaller
proportion of respondents considered effective communication among co-workers as a factor
influencing promotion and, subsequently, motivation. The category "All variables under
study" emerges three times, accounting for 15.78% of the total. This suggests that a
significant number of respondents recognized the interconnectedness of all the variables
examined in the study, indicating a holistic perspective on the factors affecting work
motivation.

Reasons why the respondent selected these variables

There were many reasons which the respondent attached to the selection of the variables. The
respondents’ reasons were based on the tables 2 illustration. The following are the reasons of
the respondent

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  Salary and working hours have unequal balance, the respondent said” they are working
for many hours a month and the payment is very less and this affected our motivation
badly due to work over load.

 When there is communications from top management and co-workers every things will
be perfect like talking the problems out with the workers and also there always sharing
of ideas and handing some work to your co-workers but here the communication is very
less and when you are sick or doing others work, you cannot, simply, ask your co-worker
to help you. Some of us have worked for many years and still there is no change, like
promotion. The workers feel like they are not motivated to perform their tasks

 The individuals, who responded and selected all variable, have reasoned out that,
everything which we expected of working in this organization became different with our
first expectation. All these variables affected our motivation to work, such as work over
load, salary, communication and promotions as well.

Table 3: Distribution of intrinsic variables based degree they affect workers motivation
Attribute Category Frequenc Percentage
y
Internal (Intrinsic) Job satisfaction and job attitude 3 15.78%
variables Feeling of discomfort and job satisfaction 13 68.42%
Expectation for growth, feeing of
2 10.52%
discomfort, and job attitude
All 1 5.26%
Total 19 100%
Source: - survey, 2024

The data in the table 3 above describes the degree of internal variables. These illustrations
were based on the responds or selection of the respondent about the variables show in the
table 3 above. According to the above table, 3 (15.78% ) individuals selected job satisfaction
and job attitude, 13(68.42%) individuals selected feeling of discomfort and job satisfaction,
and 2 (10.52 %) individuals select expectation for growth, feeling of discomfort and job
satisfaction as the internal factors which affect their work motivation in the Bonga university
colleges. There was 1 (5.26 %) respondent selected all variables as a factors that affect

16
workers motivation for work in the organization (Bonga university colleges). Therefore, a
majority of the sample acknowledged the influence of feeling of discomfort and job
satisfaction on their motivation.

Reason why the respondents selected the variables in the table 3 above to be the factors
that affect their work motivations

The respondent provided reasoning, stating, "They are unhappy with the regular employment
of instructors, and they feel like the organization doesn't want to increase our salary. They
believe that the organization is neglecting our performance, which leads to psychological
discomfort. Although there are a few employees who have stayed in the organization for
three years, a majority of the sample acknowledged the influence of feeling of discomfort and
job satisfaction on their motivation. Additionally, there were employees who were fired
within the first year of their employment

4.2 Relative Importance of internal and external factors of work motivation

Table 4: Distributions of external variables depending on their dominant effect on

worker’s motivation in the organizations
Attribute Category Frequency Percentage
External (Extrinsic) Communication among co-workers 2 10.52%
variables Salary 7 36.84%
Working hours 5 26.31%
Promotion 4 21.01%
Work environment 1 5.26%
Total 19 100.0
Source: - survey, 2024
As it can be identified from the given tables above (Tables 4), the respondents were asked to
rate the variables in which the first rated 1 will be the dominant factors in which the
researcher wanted to identify their dominant in the first place. The table above shows the
degree of variable rated as number 1 and the data didn’t include the others variables which

17
the respondent did not rated 1 because the researcher did not concerned about them.
According to the illustration of data in the table 4, it shows that, 2 (10.52%) individuals rated
communication among workers as dominant, 7 (36.84 %) respondent rated salary as the
dominant variables that affect workers motivation, 5 (26.31%), 4(21.01%) individuals rate
promotion and the last and the less is work environment which 1 (5.26%) rated as a factor
that affect work motivation of workers.

Generally, in the sense that, those variables in the table 4, affect the motivation of work
performance of instructors. All of the these variables affect workers motivation dominantly in
the organization (Bonga university), but the percentage are vary, Salary took the leading,
mean averages respondent ranked this variable as first in their selection, and next is working
hour and third and fourth are promotion and communication and last is work environment.

 Therefore, the data in the table 4 shows that salary and working hours are the most
dominant factors which affect worker’s motivation in the work environment
compared to the other three variables. Consequently, the work performance of the
instructors is badly affected. Based on the study conducted by Katzin (2005), he
demonstrates the motivational power of money through the process of job choice. He
explains that money or salary has the power to attract, retain, and motivate individuals
towards higher performance.

Tables 5: Distribution of internal variables based on their dominant effect on worker’s

motivation.
Attribute Category Frequency Percentage
Internal (Intrinsic) variables Job satisfaction 6 31.57%
Feeling of discomfort 8 42.19%
Expectation for growth 1 5.26%
Job attitude 4 21.01%
Total 19 100 %
Source: - survey, 2024

Table 5 above shows how respondents react toward the variables. The sample was asked to
rate the variables with first value which indicate the dominant. And this is what the table
above discuses. Therefore, the result shows that 6( 31.57 %) respondents rated job
satisfaction as the dominant factor, 8 (42.19 %) individuals’ rated feeling of discomfort,
1(5.26%) respondent only rated expectation for growth , and 4 (21.01 %) rated job attitude as
the dominant factor in affecting worker’s motivation. Overall, the result slightly suggests that

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feeling of discomfort as dominant internal factors that affect workers’ motivation in the
respondent samples.

Again, the results in Table 5, identifies that, average respondents have rated the feeling of
discomfort as dominant factors followed by job satisfaction 42.19 % and 31% respectively. It
is therefore safe guard to conclude that feeling of discomfort took the average, followed by
job satisfaction.

For more explanation, feelings of discomfort and job satisfaction have effect on worker when
the stimuli which influence them are stimulated. Therefore, any organization that need to
make use of their services depending on their willingness and strength to stay sustainable and
effectives way in the work environment, they must also care about how to keep the worker’s
motivation by holding them tide in the organization by applying good motivation mechanism.
This is mainly because within the work environment, different factors will affect workers
performance if not well addressed by the organization. This also, will hinder the smooth
working performance of the workers in this study particularly instructors of Bonga University
College are mostly affected, as the result of this study shows. When the organization fails to
address this variables, either the work performance of workers become weak or decreases
completely, and scatter the worker to quit the job without any turn back.

4.3 Discussion of the result

The results in table 2 shows that salary and working hours are the most leading factors that
affects the instructor’s motivation in Bonga University. According to Akintoye (2000), he
asserted that, money remains the most significant motivational strategy. Meaning, incentives
or salary is the most powerful reinforcement in the work environment. And, in addition to
incentives, working hour is also another factor which the respondents reason about their
effect negatively. Therefore, the full understanding of the result in the table 2 is, what is
being paid to the workers, is not satisfactory for the instructors. As long as an employee
work, there should be a payment in return, and if the incentives; in return, is not equal with
the working hours, the worker’s performance will diminished and consequently it will make
the organization suffer. Therefore, the result in the table 3, is clarifying that, workers are not
feeling well with the work due to weak motivational strategies and frequent replacement of
workers that lead them to hate the job in way that, they are not satisfy with the teaching.
Also, the reasons which the respondent gave in the open ended question, shows how they
were not motivated to work, and they targeted the organization for the problem; since the

19
organization is responsible for the wellbeing of its prosperity, it should be aware of taking
care of its employee, “they said”.
Feeling of discomfort and satisfaction followed by expectation for growth, were also
founded to be the intrinsic factors which affect the worker’s performances in the work
environment. According to Lewis et al. (1995), expectancy theory is the most comprehensive
motivational model that seeks to predict or explain task-related effort. The theory suggests
that work motivation is determined by two factors: (1) the relationship between effort and
performance and (2) the desirability of various work outcomes that are associated with
different performance levels. Generally, in the sense that, those variables in the table 4, affect
the motivation of work performance of instructors. All of the these variables affect workers
motivation dominantly in the organization (Bonga university colleges), but the percentage are
vary, Salary took the leading, mean averages respondent ranked this variable as first in their
selection, and next is working hour and third and fourth are promotion and communication
and last is work environment.
Therefore, again, the data in the table 4 shows that working hours and the salary are the
most dominant factors which affect worker’s motivation in the work environment compared
to the other three variables. Consequently, the work performance of worker is badly affected.
Based on the study conducted by Katzin (2005), he demonstrates the motivational power of
money through the process of job choice. He explains that money or salary has the power to
attract, retain, and motivate individuals towards higher performance. For more explanation,
feelings of discomfort and job satisfaction have effect on worker when the stimuli which
influence them are stimulated. Therefore, any organization that need to make use of their
services depending on their willingness and strength to stay sustainable and effectives way in
the work environment, they must also care about how to keep the worker’s motivation by
holding them tide in the organization by applying good motivation mechanism. This is
mainly because within the work environment, different factors will affect the instructor’s
performance if not well addressed by the organization. This also, will hinder the work
performance of the instructors of Bonga University, as the result of this study shows. When
the organization fails to address this variables, either the work performance of workers
become weak or decreases completely, and scatter the worker to quit the job without any turn
back.

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 CHAPTER 5

CONCLUSION AND RECOMMENDATION

5. 1. Conclusions
The title of this research is; to explore the factors that affect the lecturer’s motivation in
work environment in case of Bonga University.

To address the objectives of the study, both quantitative and qualitative

methodologies were used through primary and secondary sources. The primary data
necessary for both quantitative and qualitative data were collected through questionnaires
from 19 instructors of Bonga University. .

Descriptive statistical tools such as mean scores, percentage, and frequency were used to
analyse the data collected for the study.
As far as the motivational agency are concerned, it was found that, instructors did not been
happy with the payment and the working hours

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 According to the findings of the study, the performance of instructors in Bonga university
colleges was challenged by both internal and external factors. The internal factors that
challenged work performance of workers are most found to be salary and working hours. the
workers have motioned that, payment is not match with credits hours of work programming
no awareness. Similarly, internal factors are feeling of discomfort and job satisfaction which
are said to be psychological need in nature.

Generally, these doses not shows that, rise of the variables have no effect on the
worker’s motivations. They all do, but the degree of their effect was low on the workers, and
the researcher concerned about the dominant variables and one that affect workers motivation
badly in the organization setting and it was found to be Salary and working hour (external
variables) and feeling of discomfort and satisfaction (internal variables).

5.2. Recommendations
To recommend based on the summarized finding and general study, the following
suggestions are forwarded by the researcher to improve the performance of the workers and
to make motivation as issues in the organization.

 The high position administrative bodies should consider motivation and to put it in the
first priority in the organization.
 The departments of Bonga University must learn to keep the existing instructors with
good motivational strategies rather than trusting part time workers.
 Human resource management in Bonga university colleges’ sub-office must have the
knowledge and reinforcement mechanisms to develop and promote work motivation
of workers in the organization and use of other incentives which are added to
worker’s monthly salary, partly, due to overtime work and adjusted to the specific
needs and capacities of workers to reduce the work overload in workers.
 Workers need to know that, no one is perfect and no one will be, and through
communication and experience sharing, work would be easy and there comes a good

22
relationship between workers and the administrative bodies when work done is clear
and smart.

23
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