STEFANO MOSHI MEMORIAL UNIVERSITY COLLEGE

THE EFFECT OF MOTIVATION ON EMPLOYEE PERFORMANCE AT

USAGARA SECONDARY SCHOOL

BY
JOYCE JOHN MWAULAMBO

A RESEARCH REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE AWARD OF THE DEGREE OF BACHELOR OF
BUSINESS ADMINISTRATION WITH EDUCATIONOF TUMAINI UNIVERSITY
MAKUMIRA

2013
 ABSTRACT

The purpose behind this study was to explore the effect of motivation towards employee’s work
performance, whereby Usagara Secondary School was the case study. The study aimed at
identifying the role of motivation in improving employee performance, and identifying the ways
of overcoming the challenges of motivating employee’s performance.

Data was collected through questionnaires, and interview. Purposive sampling technique was
used to select respondents from Headmaster’s office, and systematic sampling technique was
used to other four departments. The research consisted of 32 sample out of 60 respondents
whereby the data from findings were analyzed using descriptive statistics through classification,
tables and charts.

The findings revealed that, USS has very poor mechanism of motivating its employees. The only
recognized forms of motivation were training and development, leave and salary grade
increment. As that was not enough, it was also found that only few percent of employees enjoyed
the motivation programs in a bias form. Fun enough the motivated group complained that they
had to struggle much to enjoy the benefits of motivation. As for unmotivated majority the effect
of motivation brought them nothing but job challenges.

The study suggested that in order to have a well-built motivation mechanism and to overcome
the challenges of motivating employees, USS should have motivational policy, provide education
to the motivation provider and have a well organizational structured which will connect
employer and employees.

i
 DECLARATION AND SIGNATURE PAGE

I, Joyce J. Mwaulambo declare that this research report is my own original work and that it has
not been presented and will not be presented to any other higher learning Institution for a similar
or any other academic award.

Signature: ………………………………………….

Date: ……………………………………………….

Supervisor’s name: Ebenezer M. Shao

Signature: ………………………..

Date: ………………………………

ii
 STATEMENT OF COPYRIGHT

This dissertation is copyright material protected under the Berne Convention, the Copyright Act
2011 and other international and national enactments in relation to intellectual property. It may
not be reproduced by any means in full or in part, except for short extracts in fair dealings, for
research or private study, critical scholarly review or discourse with an acknowledgment, without
the written permission of the Tumaini University Makumira on behalf of the author.

iii
 ACKNOWLEDGEMENT

Firstly and fore mostly I would like to extend my sincere gratitude to the Almighty Allah for his
blessings and guidance from the very first day of my life on everything until now. Secondly, I
wish to wholeheartedly thank my supervisor Mr. E. Shao, for his scholarly guidance, together
with critical eye and tolerance coupled with brilliant comments and encouragement were very
important in the completion of this research report

My further appreciation goes to my respondents from Tanga – Usagara Secondary School. The
mutual cooperation I received from staffs contributed into the full completion of this research
report.

Thirdly I would like to thank all my fellow students who supported me morally and materially,
especially Maganga Shimbi for his dedicated heart, care, support and patience were very
important into the completion of this research; Saum T. Msuya for proof reading my research
report and encouraged me whenever I felt down; Madam Asia Mkwizu and Grace Kahyoza for
the concern they made on the research progress.

However, despite all contributions and support I got from the above mentioned people and
organizations, I admit that, whatever weaknesses that might be found in this research report are
exclusively mine

iv
 DEDICATION

When I first embarked on this journey my eldest child Saidy Kakere was in class six with only
two month to join class seven. It was hard to leave him behind as he needed my invaluable
support for what was to come, class seven national examination. As I was in dilemma, despite
the support he needed from me he stood up and told me that – “mum you have to go for studies
as that is your heart desire and I will take care of everything, you absolutely need to worry for
nothing”. The enduring, patience, understanding, and preparedness of my child to give his
mother a space she needed require a huge sacrifice on his part. For this I am eternally thankfully.

Most of all there was the love, support, unwavering confidence and ongoing encouragement of
my husband Ahmed Kakere. You have been my rock especially when the energy waned and the
mind succumbed to mental rush on so many occasions towards the end of the journey. I can truly
say that I would never have realized this accomplishment without you.

Lastly my last born Tareeq Kakere, it was so painfully to see you growing with empty space in
your heart, the space that needed my presence.

I dedicate this research report to three people in my life for their inspiration and support they
have provided me throughout this journey.

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 TABLE OF CONTENT
ABSTRACT.....................................................................................................................................i

DECLARATION AND SIGNATURE PAGE................................................................................ii

STATEMENT OF COPYRIGHT..................................................................................................iii

ACKNOWLEDGEMENT..............................................................................................................iv

DEDICATION.................................................................................................................................v

LIST OF TABLES..........................................................................................................................ix

LIST OF FIGURES.........................................................................................................................x

LIST OF APPENDICES................................................................................................................xi

LIST OF ABBREVIATIONS AND SYMBOLS..........................................................................xii

CHAPTER ONE: INTRODUCTION..........................................................................................1

1.0 Introduction............................................................................................................................1

1.1 Background of the Problem...................................................................................................1

1.2 Statement of the Problem.......................................................................................................4

1.3 Main objectives of the study..................................................................................................4

1.3.1 Specific Objectives.........................................................................................................5

1.5 Significance of the Study.......................................................................................................5

1.6 Limitation of the study.........................................................................................................5

CHAPTER TWO:LITERATURE REVIEW..............................................................................6

2.0 Overview of the chapter.........................................................................................................6

2.1 Definition of key concepts.....................................................................................................6

2.1.1 Motivation.......................................................................................................................6

2.1.2 Employee........................................................................................................................7

2.1.3 Employee performance...................................................................................................7

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 2.2 Motivation to employees.......................................................................................................8

2.3 Motivation and performance..................................................................................................9

2.4 Measuring Employees Performance....................................................................................12

2.5 Challenges in Motivating Employees..................................................................................13

2.6 How to Motivate Employees...............................................................................................14

2.7 Empirical Literature Review................................................................................................16

2.8 Research gap addressed in this study.................................................................................17

CHAPTER THREE: METHODOLOGY.................................................................................18

3.0 Overview..............................................................................................................................18

3.1 Research design...................................................................................................................18

3.2 Study Area...........................................................................................................................18

3.3 Sample and sampling procedures/technique........................................................................18

3.3.1 Systematic sampling.....................................................................................................18

3.3.2 Purposive random sampling.........................................................................................19

3.4 Data collection technique....................................................................................................19

3.4.1 Questionnaire................................................................................................................19

3.4.2 Interview.......................................................................................................................20

3.5 Data Analysis strategies/plan..........................................................................................20

CHAPTER FOUR: FINDINGS AND DISCUSSION..............................................................21

4.0 Chapter overview.................................................................................................................21

4.1 Socio – Economic Characteristics of the Respondents........................................................21

4.1.1 Age of the Respondents................................................................................................21

4.1.2 Sex of the respondents..................................................................................................23

4.1.3 Educational level of the respondents............................................................................24

4.1.4 Occupation of the respondents......................................................................................25

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 4.2 Presentation of findings.......................................................................................................26

4.2.1 Effects of motivation towards employees performance...............................................26

4.2.2 Motivation programs employed to motivate employees in USS..................................30

4.2.3 Motivation schemes and positive effect to employee’s performance...........................35

4.2.4 Ways of overcoming the challenges of motivating employees’ performance..............37

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION.................41

5.0 Introduction.....................................................................................................................41

5.1 Summary of Major Findings................................................................................................41

5.1.1 Motivation programs employed in motivating employees...........................................41

5.1.2 The effect of motivation on employee’s performance..................................................42

5.1.2 Ways of overcoming challenges of motivating employees..........................................42

5.2 Conclusions.....................................................................................................................42

5.2.1 Motivation programs employed in motivating employees...........................................42

5.2.2 Motivation schemes with positive effect on employee’s performance........................43

5.2.3 Ways of overcoming challenges of motivating employees..........................................43

5.3 Recommendation............................................................................................................43

5.3.1 Motivation programs employed in motivating employees...........................................43

5.3.2 The effect of motivation on employee’s performance..................................................44

5.3.3 Ways of overcoming challenges of motivating employees..........................................44

REFERENCES............................................................................................................................45

APPENDIX 1................................................................................................................................50

APPENDIX II...............................................................................................................................57

viii
 LIST OF TABLES

Table 3.1 Sample size ……………………………………………………………... 18

Table 4.1 Age of the respondents…………………………………………………...20

Table 4.2 Sex of the Respondents…………………………………………………...21

Table 4.3 Educational level of respondents…………………………………............22

Table 4.4 Occupation of the respondents ...................................................................23

Table 4.5 The effect of motivation towards employees performance……………….26

Table 4.6 Existence of motivation…………………………………………………...28

Table 4.7 Motivation programs employed to motivate employees………………….30

Table 4.8 The awareness of the necessity of motivation …………………………....32

Table 4.9 Challenges of motivating employees………………………………………33

Table 4.10 Solutions to motivational challenges………………………………………35

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 LIST OF FIGURES

Table 4.1 Age of the respondents…………………………………………………...21

Table 4.2 Sex of the Respondents…………………………………………………..22

Table 4.3 Educational level of respondents…………………………………............23

Table 4.4 Occupation of the respondents ...................................................................24

Table 4.5 The effect of motivation towards employees performance……………….26

Table 4.6 Existence of motivation…………………………………………………...28

Table 4.7 Motivation programs employed to motivate employees………………….30

Table 4.8 The awareness of the necessity of motivation …………………………....32

Table 4.9 Challenges of motivating employees………………………………………34

Table 4.10 Solutions to motivational challenges………………………………………35

x
 LIST OF APPENDICES

Appendix I Questionnaires for employees………………………………………….......44

Appendix II Interview questions for headmaster and second masters office……………50

xi
 LIST OF ABBREVIATIONS AND SYMBOLS

CWT Chama cha Walimu Tanzania

DEO District Educational Officer

MOEVT Ministry of Education and Vocational Training

NCR National Cash Register

REO Regional Educational Officer

TUCTA Trade Union Congress of Tanzania

TUGHE Tanzania Union of Government and Health Employees

TUICO Tanzania Union of Industrial and Commercial Workers

USS Usagara Secondary School

WEO Ward Educational Officer

xii
 CHAPTER ONE

INTRODUCTION

1.0 Introduction

This chapter was set to give an overview background of the study, as well as the statement of the
problem. In addition the chapter includes main and specific objectives of the study, research
questions, significance and limitations of the study.

1.1 Background of the Problem

What motivate people to invest work effort beyond what is normally required is of immense
interest to employers and business researchers alike. Today’s uncertain and turbulent business
environment brought about by the current global economic crisis makes it even more critical for
employers to find ways of gaining full potential from employees (Shedy, 2009). Thus
understanding what motivates employees to work at or near their peak level is a critical issue for
business and society. To work near or at peak level, employees must be willing to supply work
effort that is voluntary which is above and beyond what is minimally required or normally
expected to avoid reprimand or dismissal, and organizationally functional (Bernard, 2003).
Providing work effort that is required is both theoretically and practically important construct
because it is known to affect individual’s job performance as well as organizational efficiency
and effectiveness.

Motivation originates from a Latin word ‘MOTUS’, which means to move, it indicates a push
forward action that shows one is alive. Motivation is one among the most crucial factors which
give greater effects on employee work morale in an organization. Motivation is also a type of
movement that penetrates boundaries, stimulates interplay between internal and external
elements and thereby, initiates and perpetrate mutual impact on interactions between an
individual and his/her environment (Postojee,1991). For thousands of years, the world's work
has been forced by elemental fear on billions of humans with only the choices of desperate work
1
or death. American colonists, early European farmers and African natives faced the same choices
with nature their master for food or fail and die. Primordial fear for life and loved ones has
dominated human history as always a sure and quick motivator (Armstrong, 1999).

During the earlier 1990, the working condition gained new momentum, Samuel Slater a pioneer
who introduced textile manufacturing to America had always enormous respect for his workers.
He solicited their suggestions and made his efforts at higher productivity valuable to them
personally by using the piece rate system of pay (Cole, 2002). Since then, several people
conducted several researches on how workers could be motivated to increase productivity. Elton
Mayo of Harvard University colleagues began pioneering studies of workers' behavior at plant
Western Electric's Hawthorne just outside Chicago. For years they patiently experimented with
various groups of workers assembling telephone relay units in specially controlled test rooms
using various combinations of work conditions like, lighting intensities, temperature and
humidity, assembly methods, timing, length of relief breaks and other variables. Fortunately the
results of the studies were unexpected the production increased by 50% (Postojee, 1991).

There have also been some radical models of workers motivation which has appeared into
world’s literature. These models have taken a more multi-disciplinary approach, integrating
some personality, psychological and social phenomena drawn from other behavioral science as
motivating factor (Frey, 1997). These multi-disciplinary approaches drew attention to the
important of psychological and social factors in influencing human behavior towards working.
The psychology discipline contributed numerous theoretically and conceptual advancement in
work motivation theory especially over the past four decades preceding the 1990s. These
developments included a variety of content and process theories (Mullins, 2006). Amongst the
key advanced theories were, the need motives values based theories, job design theories,
expectancy theories, goal setting theory, social cognitive theory, and organizational justice
theories (Latham, 2007). There were also some effort to integrate the plethora of work
motivation construct and theories within the psychology discipline (Katzell & Thomson, 1990).

2
Beyond this period however interest in work motivation in behavioral science generally waned
and no radically new theory development have occurred since (Steers & Shapiro 2004).

In Tanzania various forms of working system existed in the pre-colonial era. In many societies
there was a recognized leadership in form of a Chief where by people used to work under their
orders. British ruled Tanzanian’s for just over four decades until 1961. By the time people had to
work aimed at meeting the interests of British, expatriate administrators and non-officials with a
very little pay.1 During the post-independence working condition was under difficult
circumstances. Independence had just been obtained. Expectations were high, resources were
limited and the national political milieu was anxious to engage in various experiments which
were seen as having the potential of bringing equitable development to the people of Tanzania.
People worked under Local Government Authorities which operated under severe financial
constraints.2 Underfunding was significant. With respect to revenue, Local Authorities had
sources that were generally difficult to collect and were non-buoyant.

Currently people of Tanzania work in both public and government sectors where by the
government has establish several rule and regulation to guide the people working condition. On
the other side, workers have the right to establish various bodies that will settle down their
disputes in case of hard working condition. So far there are several working bodies such as
Chama cha Walimu Tanzania (CWT), Tanzania Union of Government and Health Employees
(TUGHE), and Tanzania Union of Industrial and Commercial Workers (TUICO).

Work motivation and work effort are not synonymous but they closely related to each other.
Work motivation is a set of energetic forces that originate both within as well as beyond an
individual’s being to initiate work related behavior, and to determine its form, direction, intensity
1
URT, President’s Office Regional Administration and Local Government, History of Local Government in
Tanzania, found on 19th Jan 2013, at 12:04 PM from http:/www.pmoralg.go.tz/menu-data/about-us/history/History
of Local Government In Tanzania.pdf
2
Devades, R.(2011), Employees Motivation in Organizations: An integrative literature review, research report
presented on 2011International Conference on Sociality and Economic Development, IPEDR Vol.10, IACSIT Press,
Singapore found in www.ipedr.com/vol10/106-S10089.pdf on 19th Jan 2013, at 12:22PM
3
and duration (Pinder, 1984). It involves the multiple processes by which individuals allocate
personal resources, in the form of time and effort, in response to anticipate outcome or
consequence (Kanfer, 1987). These definitions suggest that work motivation manifests itself
through work effort (Latham, 2007). On the other hand work effort is therefore a critical
outcome of work motivation with the level of motivation reflected in the extent to which an
employee allocates time and energy to the performance of task (Kanfer, 1987). Thus it is evident
that a higher than normal level of work motivation can be expected to manifest itself as higher
work effort. However most of the businesses are still struggling on improving work performance
due to the low productivity. This paper will then address the gap between motivation and work
performance.

1.2 Statement of the Problem

Motivation has been found to be vital element that increases employee’s performance
everywhere in the world. Motivation enhances individual efforts, encourage skills acquisition,
retain and attract new employees as well as increasing productivity in organizations (Derek,
2005). In his Equity theory of motivation Adam (2005) states that, employees seek to maintain
equity between the input that they bring to a job and the outcome that they receive from it against
the perceived inputs and outcome of others. Maslow, in his theory of hierarchy of need also tries
to explain human motivation by suggesting that, people are motivated to fulfill basic needs
before moving on the other more advanced needs (Charles, 2000).

However, despite several efforts used to motivate employees, some organizations have increased
productivity in a low level. The focus of this study is to find out the discrepancy between
motivation and work performance among employees.

1.3 Main objectives of the study

The general objective of this study was to examine the effect of motivation towards employee’s
performance.

4
1.3.1 Specific Objectives

i. To examine motivation programs employed in motivating employees at Usagara

Secondary School.
ii. To understand whether motivation schemes have positive effects on the
employee’s performance at Usagara Secondary School.
iii. To identify the ways of overcoming the challenges of motivating employees
performance at Usagara Secondary School.
`

1.4 Research Questions

i. What are the motivation programs employed in motivating employees?

ii. Are the motivation schemes have positive effect on employees’ performance?
iii. What are the ways of overcoming challenges of motivating employees?

1.5 Significance of the Study

The study findings increases knowledge to the researcher in the areas of employees’ motivation
in relation to work performance, hence helping organization to meet its objectives. Findings from
the study provides feedback to the organization about motivational policies and strategies and
determine which type of employee motivation will be the best to harmonize the employee
expectations for the organizational performance. The study also provides empirical framework
that will further contribute to additional enquiry for other researchers who will need the inner
concept of the same study.

1.6 Limitation of the study

Time and financial constraints limited the study. However the researcher tried her level best to
minimize the cost and worked extra time to accomplish the report.

5
 CHAPTER TWO

LITERATURE REVIEW

2.0 Overview of the chapter

This chapter is set to give the definition of key terms, major debates and competing explanations
of the problem under study, empirical studies and research gap on the problem being
investigated.

2.1 Definition of key concepts

2.1.1 Motivation

Motivation is defined by Buford (1995), as the psychological process that gives behavior
purpose, direction and a predisposition to behave in a purposive manner to achieve specific
needs. Kovach (1982) defines motivation as the degree to which an individual wants and chooses
to engage in certain specified behavior. He suggested that, motivation should include factors that
pull or push to behave in certain ways. These factors are direction, which refers to what person is
trying to achieve; effort, which refers to how hard person is trying; and persistence which refers
for how long person will continue trying.

For the case of this study, motivation will be operationalized as the process that initiates, guides
and maintains goal-oriented behaviors to accomplish personal and organizational goals (Marry
and Shane, 2000). It involves the biological, emotional, social and cognitive forces that activate
behavior. In an organization, the term is frequently used to describe why a person does
something. Motivations encourage employees in their day to day operation at working place.

6
2.1.2 Employee

Employee is a person who works for another in return for financial or other compensation (Cole,
1996). An employee can be compensated through salary where it can be paid weekly, monthly
and others can be paid according to the quantity of the work that they have performed.

This study will adopt the definition of Cenzo (2007) which state that, employee is a person who
works in the service of another person under an express or implied contract of hire, under which
the employer has the right to control the details of work performance. An employee is hired for a
specific job or to provide labor and who works in the service of someone else (the employer).

2.1.3 Employee performance

Gibson (1998) suggests that, employee’s performance is an attitude reflecting employees’ loyalty
to the organization and is an on-going process through which organization participants express
their concern for the organization and its contained success and wellbeing. Normally labor
performance depends on educational level of the labor, health of the labor, the skills he or she has
and experience.

This study will conceive employee’s performance as the accomplishment of a given task
measured against present known standards of accuracy, completeness, cost, and speed. In a
contract, performance is deemed to be the fulfillment of an obligation, in a manner that releases
the performer from all liabilities under the contract (Martin, 2005). Managing employee
performance every day is the key to an effective performance management system. Setting goals,
making sure organizational expectations are clear, and providing frequent feedback help people
perform most effectively.

7
2.2 Motivation to employees

Motivating employees was an important topic as far back as 1789. Samuel Slater, a pioneer who
introduced textile manufacturing to America was concerned about creating good working
condition to the employees. Other efforts to create a positive motivational work climate ranged
from George M. Pullman’s Company town to Henry Ford’s Profit – sharing plan. Other forms
planted gardens for workers or constructed libraries and athletic facilities (Gibson, 1997).

Two of the most radical experiments in creating a positive work environment occurred in the late
1800’s. Disturbed by reports of workers resentment and sabotage John H Patterson, president of
the National Cash Register (NCR) Company investigated working conditions himself and found
that there was little to motivate employees to achieve or even strive toward doing an adequate
job. In response to this he increased wages, cleaned up the shop floor, improved safety, made
company showers dressing rooms available and opened a company cafeteria that served hot
lunches at reduced rates. NCR provided free medical care at its dispensary, gave additional food
to those felt to be under weight and redesigned the factor buildings to allow in natural light.
These innovations helped to cut turnover and increased productivity (Derek, 2005).

Similarly, at the Pullman Company, George Pullman built a company town with houses to rent,
stores, schools, and church and company plant. He wanted to provide his employees with feeling
of community, a place of employment and opportunities to practice religion and educate their
children. When the national economy slide into depression, events in Pullman Illinois turned
sour. Pullman cut his workers wage without lowering rents or prices in the town (Ibid).

What started as an experiment to help workers satisfy various need eventually spurred workers
into attempting to organize union, Pullmans workers went out on strike, riot occurred and federal
troops were called in restore order. Both of the above situations reflect efforts by management to
influence the motivation of the workforce with varying level of success. Since that time,
researchers have learned much about motivation and managers need to consider these insights
when attempting to create positive motivational atmosphere of the employees (Derek, 2005).

The world today recognizes the effect of motivation towards employee’s performance. Most of
the developed countries had put many of the motivational theories into practice (Cenzo, 1998).
The contribution from theories like Maslow Hierarchy of Needs, Equity Theory, and
8
Reinforcement Theory had changed the perception of management towards employees. People
want to achieve, want to be a part of success, and want a stake in the advancements with which
they are associated. People will passionately throw themselves into an opportunity if they have
the skills to succeed and are empowered to try (Ibid). Most of the organizations are now
encouraging employees to dedicate themselves to the organization's success regardless of their

Position or bureaucratic policies and thus enhance motivation and increasing communication and
inter-departmental.

In Tanzanian context, although there’s much to learn from developed counties there are some
steps forward. A critical analysis of Trade Union Congress of Tanzania (TUCTA) shows that
workers motivation is mostly considered by private organizations. Private sectors in addition to
good employees package, offer things like transport allowances, meals allowances housing and
medical allowances. Employees on government sector, enjoy the advantage of job security which
has low motivation. Currently there have been several movements of different workers claiming
to be motivated into their daily working operations.

2.3 Motivation and performance

2.3.1 Equity Theory

Knick and Williams (2003) stated that, the core of the equity theory is the principle of balance or
equity. As per this motivation Equity theory, an individual’s motivation level is correlated to his
perception of equity, fairness and justice practiced by the management. Higher is individual’s
perception of fairness, greater is the motivation level and vice versa.

While evaluating fairness, employee compares the job input (in terms of contribution) to
outcome (in terms of compensation) and also compares the same with that of another peer of
equal grade or category.

Equity Theory had the important elements like inputs, outputs and comparison. The theory
entails that employees perceive their time, effort, training, experience and creativity as an inputs
with respect to what he/she receive from the organization like benefits, pay, praise, promotion
and recognition.
9
Stacy Adam (1965) the founder of Equity Theory suggested that, employees who think they are
under awarded will respond to perceive inequity in one or more negative ways as reducing the
inputs and trying to change their outputs. On the other hand, employees who think they are
treated equally or fairly are more likely to support organizational change. Thus the theory
suggested that, employee perceptions are what count.

Managers have to understand that, when administering incentives and compensations program,
the rewards should be perceived equitable, otherwise they would not contribute to employee
motivation and performance will always be poor.

2.3.2 Hierarchy of Needs Theory

The premise behind the Hierarchy of Needs theory state that, if managers can understand the
needs that motivate people, and then rewarding systems can be implemented so as to fulfill these
needs, the appropriate behavior would be reinforced (Knick and Williams, 2003). In the
hierarchy of needs theory Maslow’s identifies five types of human needs arranged in hierarchy of
their importance and priority. He concluded that when one set of needs is satisfied, it ceased to
be a motivating factor (Derek 2005).

Psychological needs which is the first stage has set needs such as food, shelter, clothes, rest air
water and sexual satisfaction. These needs cannot be postponed for so long; a hungry person for
example is not in a position of thinking of anything else except his hunger or food.

The management attempt to meet physiological needs through fair wages. Second stage consist
of security or safety needs. These are needs connected to the psychological fear of loss of job,
property, natural calamities or hazards (Cole, 2002). The solution for security needs is the
provision of job security including job contract pension for old age and protection from hazards.

The third stage is social needs, whereby a human being needs to be treated as a social being. It
involves participation in work group, good relationship with other co-workers and social
acceptance. Self-esteem which is the fourth stage includes the needs to be respected by others,

10
need to be appreciated by others, need to have power and finally prestigious position. The
organization can satisfy this need (ego) by giving recognition to the good work of employees
(Cole, 2002).

Self – Actualization which is the highest motivational level of needs where people seek for self-
fulfillment, increasing competence and using their ability and power to the fullest. In workplaces,
these needs can be satisfied by offering training, creativity, promotions and giving employee
control over the job.

Maslow’s contribution is that, workers have needs beyond that of just earning a paycheck and
man lives on bread alone when there is no bread. Managers should first try to meet employee’s
level one and level two needs, so that employees won’t be preoccupied with them. Then they
should give employees a chance to fulfill their higher level needs in a ways that it will not only
benefit employees but also the goals of the organization.

2.3.3 Reinforcement Theory

Reinforcement Theory of Skinner is another theory which tries to see how workers could be
motivated. The theory attempts to explain behavior change by suggesting that behavior with
positive consequences tends to be repeated, whereas behavior with negative consequences tends
not to be repeated (Knicks and Williams 2008).

The theory has four types of reinforcement. Positive reinforcement; which refers to the giving of
rewards intended to encourage the behavior to occur again.

The rewards can be praise, awards, recognition or money. Negative reinforcement which refers
to the removal of unpleasant consequences following a desired behavior. This could be done by
avoiding negative statements and usage of neutral statements especially when employee does
something wrong. Third type is extinction which refers to the withholding of rewards so that the
behavior is less likely to occur in the future. Lastly is punishment which refers to the application
of negative consequences to stop or change undesirable behavior.

11
Therefore, managers have to use skills when applying Skinner’s reinforcement theory. It had
been suggested by Knick and Williams (2008) that, managers should reward only desirable
behavior, use different types of rewards and recognize individual differences. They should also
be clear on desired behavior and administering punishment in private. It is desirable to play on
both parties’ reward and punishment.

2.4 Measuring Employees Performance

Measuring employee performance, organization can use employee’s feedback through tracking
system, performance appraisal system which is also agreed towards career development, creating
and encouraging a sense of fun and openness, and rating absenteeism (Derrick 2005). In
measuring employee’s performance one should consider retention levels mainly concern on
number of turnover, is the organization loosing stuff on average performance? If yes employees
are not committed. If employees move to bigger jobs, it means that they are not committed and
quality recruitment - committed enterprises will attract first class position, caliber of candidates
and acceptance rate will evaluate recruit. If this is achieved by the organization then it indicates
that employees are committed (Davidson 2002). Suggestions box are good source of providing
information to employer on what sort of things that makes the employees work hard and what
sort of thing demoralize them during work operation. When considering business organization
whereby there is production of products, the performance of employees can be obtained through
balance score cards. Balance score card is a performance metric used in strategic management to
identify and improve various internal functions and their resulting external outcomes. The
balanced scorecard attempts to measure and provide feedback to organizations in order to assist
in implementing strategies and objectives.3

2.5 Challenges in Motivating Employees

2.5.1 Rewards Ignore Reasons

3
http://www. investopedia.com/terms/b/balncescorecard.asp#axzz2LS5RZune
12
Most of the time reward ignores reason of not attempting the intended result especially in
performance based rewards system, which have become tremendously popular. . For instance an
Arizona company hands out cash to employees who are arriving early at company meetings and
fines those who arrive late. The company would be better off identifying the causes for lateness
and changing the conditions, rather than using money to force a solution to the problem (Mc
Shan, 2000). Few scholars claim that these incentives might do more harm than good for
organizations.

The scholars believe that sometimes the organization should find out the cause of behavior or
problems, rather than using incentives as quick fixes. We can see this in situations where
companies use incentives for the most trivial reasons

2.5.2 Identification of motivational variables

Managers should understand that not everyone is motivated only by things that go outside the
organization. Employees can also reach self-actualization outside the work setting by running
youth groups rate unions and participating in a wide variety of other leisure activities (Martins
J:2005).

2.5.3 Cross-Cultural Problems

Problems facing managers towards motivating employees is that, it is not always possible to
translate successful parties across cultures. Successful motivation techniques may not apply in all
organization (Bufford, et al: 1995). Therefore, managers have to consider their decisions on
activating employees through contingent approach, that looking on the situations an employee
behave. All the rewards and punishment have to be defined and explained to the employees so as
to avoid workers to translate the rewards in other way round other than organizational
motivational purpose.

2.5.4 Diversity in workforce

13
The employee becomes a part of the organization with various needs and expectations. Different
employees have different belief, attitudes, values, backgrounds and thinking capacity. But the
organization is not aware of the diversity in their workforce and thus is not aware and clear about
different ways of motivating them.

2.6 How to Motivate Employees

In the Journal of Harvard Business Review (1987) vice president and Treasurer of Diamond
Fiber, Dr Daniel B, said that, “most of us, most of time, once we are able to meet our monthly
expenses, our attention turns to other factors that have greater significance in our lives such as
feeling we are making contribution, having managers that tells us when we do a good jobs,
having respect of our pears and colleagues, being involved and informed about what is going on
in the company, and having meaningful interesting work. Kinicki and Williams (2003) come up
with the following non-monetary ways of motivating employees as the value of being nice to
employees, for example reducing criticism, becoming more effusive in your praise, writing thank
you notes to employees for exceptional performance, promoting personal relationship which
most employees are concerned about on the job by offering breaks or other chances in which
people can mix and socialize.

On the other hand managers in organizations may offers sabbaticals to longtime employees.
Giving a month to a year of paid time off in which to travel, learn and pursuance personal
projects with the aim of enabling employees to recharge themselves but also it is help to cement
their loyalty to the organization.

Surroundings also tells about stiffing the creativity and morale of many workers, and the bias of
modern day office signer for open space and neutral day office who wants to improve creativity
and productivity may need to think about giving office employee better things to look at.

14
Skill- building and educational opportunities can also be used, as manager should see that
workers are matched with co-workers from whom they can learn, alleging then to shadow
workers in other jobs or be in interdepartmental task forces. There can also be tuition
reimbursement for part time study at a college or university.

According to Bufford et al (1995) there are various ways towards effective motivation including
keeping employee informed, provide efficiency supervision, seeking and using employee own
ideas, expressing personal interest to employees, and instilling pride in work well done.

To majority of people money is clearly important (practical minimum wage worker) and a
motivator at work, but to what extent and how important it depends upon their personal
circumstances and others satisfaction they derive from work. This researcher will convince that
the success of any business could depend on the having the right people and motivating them
properly. Motivation is not only about money it is about creating environment in which people
enjoy work.

2.7 Empirical Literature Review

Motivating employees was an important topic as far back as 1789. Samuel Slater, a pioneer who
introduced textile manufacturing to America was concerned about creating a work setting where
it was comfortable for workers to do their jobs. Other efforts to create a positive motivational
work climate ranged from George M. Pullman’s company town to Henry ford’s profit – sharing
plan. Other forms planted gardens for workers or constructed libraries and athletic facilities
(Gibson et al, 1997).

Two of the most radical experiments in creating a positive work environment occurred in the late
1800’s. Disturbed by reports of workers resentment and sabotage, John H Patterson, president of
the National Cash Register (NCR) Company investigated working conditions himself and found
15
that there was little to motivate employees to achieve or even strive toward doing an adequate
job. In response he increased wages, cleaned up the shop floor, improved safety, made company
showers and dressing rooms available and opened a company cafeteria that served hot lunches at
reduced rates NCR provided free medical care at its dispensary gave additional food to those felt
to be under weight and redesigned the factor buildings to allow in natural light. These
innovations helped to cut turn over and increased productivity (Ibid).

Similarly, at the Pullman Company, George Pullman built a company town with houses to rent,
stores, schools, and church and company plant. He wanted to provide his employees with feeling
of community, a place of employment and opportunities to practice religion and educate their
children. However, when the national economy slid into depression, events in Pullman Illinois
turned sour. Pullman cut his workers wage without lowering rents or prices in the town.

What started as an experiment to help workers satisfy various need eventually spurred workers
into attempting to organize union Pullmans workers went out on strike, riot occurred and federal
troops were called in restore order. Both of the above situations reflect efforts by management to
influence the motivation of the workforce with varying level of success.

Since that, time researchers have learned much about motivation and managers need to consider
these insights when attempting to create positive motivational atmosphere of the employees.

Motivation is the creation of the will to work. It is a way in which urges drives, desires, and
aspiration and needs direct, control or explain the behavior of human being. It stimulates people
to action to achieve desired goals. Higher degree of motivation leads to job satisfaction of
employees and that reduce absenteeism, turn over and labour unrest, it also make workers more
committed to the organization and attracts a better work force to join the organization (Mboma,
1997).

2.8 Research gap addressed in this study

16
Motivation is the creation of the will to work. It is a way in which urges drives, desires, and
aspiration and needs direct, control or explain the behavior of human being. It stimulates people
to act and achieve desired goals. Higher degree of motivation leads to job satisfaction of
employees and that reduce absenteeism, turn over and labour unrest, it also make workers more
committed to the organization and attracts a better work force to join the organization (Mboma
1997). Therefore, the researcher aimed at finding out how motivation can be used to bring up
organization work performance, problems associated to it and finally, suggesting the best ways of
motivating employees.

CHAPTER THREE

METHODOLOGY

3.0 Overview

This chapter is set to give an overview of research design as well as area of study. In addition
the chapter shall include sample and sampling procedure, data collection technique and data
analysis strategies.

3.1 Research design

This study employed case study design in order to gain rich understanding of the context of the
research and look at the object studied as a whole. With case study it was easy to organize and
17
evaluate data, as well as synthesizing ideas. The design also helped the researcher to produce
accurate representation of the targeted population.

3.2 Study Area

The research was conducted at Usagara Secondary School, which is in North East of Tanzania at
Tanga region. The area is selected due to the fact that it is among work places which is lowly
motivated. Second it was easy for the researcher to collect data simply because the intended
respondents are all situated under the same area.

3.3 Sample and sampling procedures/technique

The study consisted of a sample of 32 out of 60 respondents. Systematic sampling and purposive
sampling were used to obtain respondents.

3.3.1 Systematic sampling

Systematic sampling technique consisted of 30 respondents, particularly for teachers from

different departments. Systematic sampling is fairly easy and is widely used for its convenience
time efficiency and provision of more precise estimates.

3.3.2 Purposive random sampling

Purposive sampling technique was used for 2 respondents out of 32, specifically for headmaster
and second master, for they are responsible in motivating employees. The representation of
employees from each group was as follows;

Table 3.1: The sample size

s/n Department Calculation Percentage Respondents.

01. Science department 10/32 x 100 31.25% 10

02. Business department 5/32 x100 15.625% 05

18
03. Art department 10/32 x 100 31.25% 10

04. Language department 5/32 x100 15.625% 05

05 Headmaster and S/master 2/32 x100 6.25% 02

Total 100% 32

3.4 Data collection technique

Data was collected from sample population through questionnaires and interview.

3.4.1 Questionnaire

Questionnaire was used to collect data from 30 respondents in various departments. The use of
questionnaires was reliable, simple and contained minimum number of errors. With
questionnaires the respondents had more time to reply and lack of interviewer biasness.

3.4.2 Interview

Interview was used to collect data from 2 respondents, specifically headmaster and second
master. This involved the presentation of oral verbal stimuli and reply in terms of oral verbal
responses. Interview will be used by the researcher because these categories have limited time
due to their responsibilities, have experience, and so, they will respond to the title very well.

3.5 Data Analysis strategies/plan

The data collected were analyzed by using qualitative data analysis method. The data were
analyzed through explanation building. This method gave the researcher an opportunity of
justifying the data collected from the respondents so as to answer the objectives and research
questions of the study at hand. In addition data were analyzed through graphs, tables and charts
to make them meaningful and easily interpreted.

19
 CHAPTER FOUR

FINDINGS AND DISCUSSION

4.0 Chapter overview

This chapter is set to give the findings of the study. It is divided into two major categories. The
first category explains the socio-characteristics of the respondents. Age, sex and educational
level of respondents are described in this category. The second category is that which explain the
findings of the effects of motivation on employee’s performance in USS.

4.1 Socio – Economic Characteristics of the Respondents

20
4.1.1 Age of the Respondents

The study shows that 18.7% of the respondents were between 15 – 25 years while those between
25 -35 constituted of 46.9%. The respondents between 35 – 45 years carried about 15.6% while
those between 45-55 years carried about 12.5% and respondent with the age from 55-60 years
carried 06.3% of the total respondents. These data are represented by table and figure below;

Table 4.1: Age of the respondents

Age group Frequency Percentage

15 -25 06 18.7%

25 -35 15 46.9%

35- 45 05 15.6%

45 -55 04 12.5%

55 - 60 02 06.3%

Total 32 100%

Source (Field data 2013, USS

Figure 4.1: Age of the respondents

Age of the 21
respondents
6.3%

12.5% 18.7% 15-25

 35-45
15.6%
45-55
55-60
46.9%

Source (Field data 2013, USS)

4.1.2 Sex of the respondents

The study intended to seek opinion from both males and females over issues related to the effect
of motivation on employee’s performance. Males constituted 43.7% of the sample while female
constituted the remaining 56.3%. Having a higher number percentage of female is reasonably
explained by the fact that in Tanzania the large numbers of teachers are female due to their
willingness to engage on the teaching profession.

Table 4.2: Sex of the respondents

Sex Frequency Percentage

Male 14 43.7%

Female 18 56.3%

Total 32 100%

Source (Field data 2013, USS)

Figure 4.2: Sex of respondents

22
 Sex of respondents

43.7% Male
56.3% Female

Source (Field data 2013, USS)

4.1.3 Educational level of the respondents

The educational level of respondents is basically grouped into two categories that are diploma
and degree educational levels. 68.8% of the respondents were degree holders while the
remaining 31.2% of the respondents were diploma holders. The higher percentage of degree
holder is reasonably explained by the fact that the school has advanced level students (V -VI).

Table 4.3: Educational level of the respondents

Educ. level Frequency Percentage

Diploma 10 31.2%

Degree 22 68.8%

Total 32 100%

23
Source (Field data 2013, USS)

Figure 4.3: Educational level of respondents

Educational level of respondents

31.2%
Diploma
68.8% Degree

Source (Field Data 2013USS)

4.1.4 Occupation of the respondents

The respondents were employed into different departments. The figure below shows that 38%
were employed into arts department which carries 12 respondents out of 32 while the business
department had the lowest percentage of 12.5 which accounts for only 4 respondents out of 32.
As for science and language department had 25% which correspond to 8 respondents out of 32
respondents in each department. The data are shown by table and chart below;

Table 4.4: Occupation of the respondents

Department Frequency Percentage

24
Arts Department 12 38%

Business Department 04 12.5%

Science Department 08 25%

Language Department 08 25%

Total 32 100%

Source (Field Data 2013 USS)

Science department
25%
Arts department
38%

Language department
25%
Bus siness department
12%

Science department Language department Bussiness department Arts department

Figure 4.4: Occupation of the respondents

Source (Field Data 2013)

25
4.2 Presentation of findings

This section aimed at assessing the views of respondents regarding the effects of motivation
towards employee’s performance. The findings will be analyzed according to objectives and
letter discussed in the following sections.

4.2.1 Effects of motivation towards employees performance

The main objective of the study was to examine the effects of motivation towards employee’s
performance. This objective has been answered by question 9 in the questionnaires provided to
the respondents.

Question 9: Which of the following are the effects of motivation towards improving employee’s
performance at USS? Tick those available to your organization.

a) Recognition
b) Achievement
c) Advancement
d) Growth
e) Responsibility
f) Job challenge
g) Job satisfaction
h) Increase productivity
i) Organizational commitment

Question 9 required the respondents to tick along the effect of motivation in USS. The study
found that 59.4% of the respondents claimed job challenge as the major effect of the motivation
in the study area (USS). About 9.4% of the respondents which appeared twice claimed the effect
of motivation to be growth and organizational commitment respectively. The other 6.2% of the
respondents which also appeared twice, claimed advancement and increased productivity
respectively, to be the effect of motivation within the area of study. The remaining percent which

26
was 3.2% of the respondents claimed the effects of motivation to be achievement. These data are
presented in the table and chart below as follows;

Table 4.5: The effects of motivation towards employees’ performance

Possible effect Frequency Percentage

Recognition 0 0%

Achievement 1 3.2%

Advancement 2 6.2%

Growth 3 9.4%

Responsibility 0 0%

Job satisfaction 2 6.2%

Job challenges 19 60%

Increase productivity 2 6.2%

Organizational commitment 3 9.0%

Total 32 100%

Source (Field data 2013, USS)

27
Figure 4.5: The effects of motivation in USS

Effects of motivation in USS

9% 6.2%
Achievement
3.2% 9.4% Advancement
6.2% Growth
Job satisfaction
6.2% Job challenges
Increase productivity
Organizational commitment

60%

Source (Field data 2013, USS)

However when the researcher came to examine the effect of motivation toward employee’s
performance in the study area, the result was somehow different from previous several studies.

28
About 60% of the respondent depicted the negative effect of motivation which is job challenge.
These findings, do not correspond with those of Kalimullah Khan who conducted a study in
which he examined the relationship between rewards and employee motivation. The study
focused on four types of rewards of which one was recognition which he tested through Pearson
correlation. The results showed that recognition correlates significantly (0.65) with employee
work motivation (Khan et al, 2010). Apart from Kalimullah, the findings also do not correspond
with that of Vroom who stated that by being motivated, employees are able to demonstrate high
levels of efficiency and quality standards that help in meeting customer expectations (Vroom,
1964). By so doing, the objectives of the company in ensuring high levels of customer
satisfaction will definitely be realized, thus enhancing profitability of the business.

4.2.2 Motivation programs employed to motivate employees in USS

The study aimed at examining motivation programs employed in motivating employees in USS.
This objective has been answered by 2 questions in the questionnaires provided to the
respondents, questions number 7 and 8.

Question 7: Have you being motivated by your employer?

a) Yes
b) No

Question number 7 required the respondents to tick to whether they have been motivated or not.
The findings from the study explained that the 78.1% of respondents depicted that there is no
motivation in their workplace (they are not motivated). Only 21.9% of the respondents depicted
the existence of motivation in their workplace (they have been motivated). Due to the majority of
respondents (78.15%) claiming not to be motivated, hence, that shows the lower amount of
motivation towards the respondent. The respondents were asked whether they have been
motivated, their results were tabulated below.

Table 4.6: The extent of motivation in USS

29
 Are you motivated?

Answers Frequency percentage

Yes 7 21.9%

No 25 78.1%

Total 32 100

Source (Field data 2013, USS)

Figure 4.6: Existence of motivation in USS

Existence of motivation in USS

21.9%

Yes

No

78.1%

Source (Field data 2013, USS)

However, despite the findings to show the lower extent of motivation where by only 7
respondents agreed to have been motivated, which is only 21.9% of the respondents, the study

30
also aim to examine the motivation programs that are employed in motivating employees
(respondents) as it was asked in question 8 in the questionnaires.

Question 8: Among these what kind of motivation is provided at your workplace? (Please tick
those that are provided at your workplace)

a) Housing allowance
b) Salary Grade increment
c) Meals and Medical allowance
d) Leaves
e) Flex time schedule
f) Bonus and rewards
g) Money (attractive salary)
h) Good working environment
i) Training and Development
j) Long service awards
k) Dependence allowance

Following the question 8 asked to the respondents that required them to state the motivation
programs that are employed to motivate them, Leaves and Salary Grade Increment were most
mentioned. 9.4% and 28.1% of respondents claimed to be motivated in terms of Leaves and
Salary Grade Increment respectively while only 3.1% of the respondents claimed the existence of
training and development to be the motivation program provided in the case study. Furthermore,
majority of the respondents who previously denied the existence of motivation, also their effect
has been experienced whereby they compose the remaining 59.4% of the respondents who
choose none of the in-advance mentioned motivation programs to be selected. The results can be
tabulated as follows.

31
Table 4.7: Motivation programs employed to motivate employees

Motivation program Frequency Percentage

Housing allowance 0 0

Salary Grade Increment 9 28.1%

Meals and Medical Allowance 0 0

Leaves 3 9.4%

Flex Time Schedule 0 0

Bonus and Rewards 0 0

Money (attractive salary) 0 0

Good working environment 0 0

Training and development 1 3.1%

Long service awards 0 0

Dependence Allowance 0 0

32
None 19 59.4%

Total 32 100%

Source (Field data 2013, USS)

Figure 4.7: Motivation programs in USS

Motivation programs in USS

Salary Grade Increment

Leaves
28.1%
Training and development
None
59.4%

9.4%
3.1%

Source (Field data 2013, USS)

Following the question of being motivated or not it seems that, majority of the respondents
which is about 78.15% are not motivated, that shows the poor mechanism of motivation at USS.
33
The study also revealed that motivation form employed at USS which are leave, salary increment
and training and developments seems to quite differ from other findings of the other studies.
These forms of motivation do not correspond with that of Chaudhary (2012) who in his research
in private organization found, motivation to be in form of payment, promotion, benefits and
recognition. The study also revealed that despite the non-motivated respondents being 78.1%,
among these there are respondents who agreed of motivation programs employment in the area
of the study. The fact that they have never being motivated it seem as one of the challenges
respondents face during motivation is biasness.

4.2.3 Motivation schemes and positive effect to employee’s performance

Another specific objective of the study was to understand whether motivation schemes have the
positive effects on the employee’s performance. The objective has been answered by question 6
asked in the questionnaires provided to the respondents.

Question 6: Do you think motivation is necessary for workers?

a) Yes
b) No

Following question 6, the respondents were required to tick in order to agree or disagree on the
necessity of motivation to workers. The study found that 93.7% of respondents were aware of the
necessity of motivation to employees in order to increase performance of an organization. The
remaining percent of respondents, which is 6.3% of the respondents, were not aware of the
necessity of motivation to employees so as to increase their performance. The findings are
presented below as follows;

Table 4.8: The awareness of the necessity of motivation towards respondents

34
 Frequency Percentage

YES 30 93.7%

NO 2 6.3%

Total 32 100%

Source (Field data 2013, USS)

The awereness of the necessity of

motivation towards respondents
6.30%

YES

NO

93.70%

Figure 4.8: The awareness of the necessity of motivation towards respondents

Source (Field data 2013, USS)

The necessity of motivation for respondents (workers) is of immense important, that’s what
about 93.7% of the respondents agreed upon. These findings were similar to those of Carter et al
(2009), who came with performance formula as follows.

Performance = Ability ×Motivation ×Resources (2x2x2=8)

35
Without motivation performance is usually below potential. (2x0x2=0)

The formula shows the necessity of motivation in order to increase the performance and
productivity of employees.

4.2.4 Ways of overcoming the challenges of motivating employees’ performance

The study aiming at identifying the ways of overcoming the challenges of motivating employees
in USS. This objective has been answered by two questions in the questionnaires provided to the
respondents, question 10 and 11.

Question 10: What are the challenges faced by USS in motivating its employees towards
improving work performance?

Following the question 10, the researcher found that, majority of the respondents, that is 72% of
the respondents stated the presence of classes when motivating employees to be the major
challenge. About 13% and 12% of the remaining respondents stated bureaucracy in education
system and absence of direct contact between employer and employees respectively to be the
other challenges while only 3.0% of the respondents claimed to have no challenges when
motivating.

Table 4.9: Challenges of motivating respondents (workers)

Challenge Frequency Percentage

Classes 23 72.0%

Bureaucracy 04 13.0%

36
No direct contract 04 12.0%

None 01 03.0%

Total 32 100%

Source (Field data 2013, USS)

Challenges of motivation in USS

3%

13%
Classes

12% Bureaucracy
No direct contract
72% None

Figure 4.9: Challenges of motivating respondents (workers)

Source (Field data 2013, USS)

These findings do not correspond to those of Wilson (1989), and Wright (2001), which stated
that the challenge is that, motivating public employees is easier said than done. Public workers
have a reputation for being lazy and lethargic and managers’ room for maneuver is ostensibly
very little, due to rigid civil service laws. Moreover, the public sector suffers from aging and
plateauing employees, who are especially hard to motivate.

37
Question 11: What comments do you have on overcoming obstacles related to employee’s
motivation at workplace?

When answering question 11 the 56% of the respondents said that, it’s better to have
motivational policy, while 25% of the respondents said that there should be amendments in
educational structure. The remaining part which is 19% said that there should be provisional of
education to the motivation provider (representative of MOEVT) such as REO, WEO, and DEO.

Table 4.10: Solutions to motivational challenges

Solution Frequency Percentage

Motivational policy 18 56%

Educational Structure amendments 08 25%

Provisional of education 06 19%

Total 32 100%

Source (Field data 2013, USS)

38
 Solutions of Motivational Challenges

Motivational policy
19%

Educational Structure
amendments
56%
25% Provisional of education

Figure 4.10: Solutions to motivational challenges

Source (Field data 2013, USS)

The findings do not corresponds to that as indicated by Skinner (1953), the concept of employee
motivation has been clearly understood but rarely practiced. Skinner (1953) continues to urge
that in order to understand motivation, there lays great need in understanding human beings. In
this regard, human behavior has been strongly correlated with the level of human motivation;
meaning the higher the level of motivation, the better the behavior. With this in mind, it has been
made clear that, proper employee motivation leads to good organizational behavior, increased
employee efficiency and output. This is in turn reflected in high levels of customer satisfaction
since the expectations of the customers are easily met. Hamidi et al (2010) argues that, the issue
of motivation in the workplace is a product of good leadership and management. This makes it
39
inevitable for organizations that are looking forward to high levels of motivation to adopt
effective leadership and management. It has been very evident that, organizations that practice
good leadership and management enjoy overwhelming numbers of customers (Jeffries & Hunte
2003). This is associated with the high levels of satisfaction offered by the motivated employees.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.0 Introduction

This chapter presents a summary, conclusions, and recommendation on the effect of motivation
in improving employee’s performance. Specific objectives considered in this study were 1)
Examine motivation programs employed in motivating employees. 2) Understand whether
motivation schemes have positive effects on the employee’s performance. 3) Identify the ways
of overcoming the challenges of motivating employee’s performance at USS.

5.1 Summary of Major Findings

An analysis and interpretations of data in the current study revealed a number of findings, which
could be summarized as follows; `

5.1.1 Motivation programs employed in motivating employees

The findings revealed that, USS does not have a well-built motivation program mechanism.
Secondly, it was found that the only few motivational programs that have been employed
benefits about 40.6% of employees. These respondents are enjoying the benefits of salary grade
increment, leave and training and development. It was also clear from those who claimed not to
be motivated that the employer has not considered motivation as the factor that will account for
increased organizational performance.

40
5.1.2 The effect of motivation on employee’s performance

The effect of motivation on employee’s performance at USS for a greater percent of about 59.4
seemed to be job challenges. As long as a minor percent enjoyed the benefits of being motivated
the greater percent received the outcome as a challenge simply because they were not motivated.
Even for the minor motivated percent to them, motivation it was also a challenge as it is provided
in the factors that took so long to be realized and just happen once a year.

5.1.2 Ways of overcoming challenges of motivating employees

Most of the respondent seemed to desperately need to be motivated, this made them to explain
on how the challenges of motivating workers will be dealt out. The respondents suggested that,
there should be amendment in educational structure which will minimize the gap between the
employer and employee so as to create easy path during motivating employees. Others
commented on provisional of education to top management on the importance of motivation for
the performance of the organization. Motivational policy was also among the factor sited as
another way of overcoming challenges of motivation.

5.2 Conclusions

The interpretation of findings indicates that, the little employee’s motivation packages available
were just increasing job challenges to the employees hence no organizational performance. Thus
the researcher concludes that the employee motivation had negative effects to the performance of
USS.

5.2.1 Motivation programs employed in motivating employees

41
Motivation generally needs a well-built mechanism which is intensive, directive persistence and
fair to all. USS does not have well-built motivation programs, this shows that employees are not
motivated effectively.

5.2.2 Motivation schemes with positive effect on employee’s performance

The fact that a very minor percent of respondents is motivated has resulted into biasness, hence a
major part of the respondents see it as a challenge to them, to the extent that they feel like being
neglected which made them to put no much effort into daily operation. Also the study had found
out that USS has not maintained good performance in terms of form two and four national
examination result whereby in each year there is decreasing in students’ performance.

5.2.3 Ways of overcoming challenges of motivating employees

Since motivation is vital in increasing organizational performance, the management of USS

should heartily consider the suggestions provided from the respondents which aims at creating
means and ways to better performance of the organization.

5.3 Recommendation

From the research findings, the following recommendations can be done so as to win employee
total motivation for effective organizational performance.

5.3.1 Motivation programs employed in motivating employees

The management of USS school should firstly recognize the importance of motivating its
employees for the better performance of the organization. Secondly, USS should have active and
well-built motivational programs. Thirdly the management should acquire knowledge on how to
motivate employees; this will help them to know that the factors used into motivating employees
differ from on individual to another. Management of USS should consider the need of involving
the respondents into determine what’s really motivate them and what’s not.

42
5.3.2 The effect of motivation on employee’s performance

Job challenge been the greater effect of motivation to employees performance definitely reduces
the performance of the organization. The management of USS, strictly should stick into
motivating its employees very soon. This will help into achieving national educational goals set.

5.3.3 Ways of overcoming challenges of motivating employees

Management by objectives should be used to overcome the challenges of motivating employees.

Management by objective is a phrase used to describe a style of management which attempt to
relate organizational goal to individual performance and development through the involvement
of all level of management. Thus, employee motivation offered should be contingent to
performance. Each individual motivation must be shown to be the result of achieving
organization goals. Management by objective should go hand by hand with motivational policy,
which will help into reducing the problem of biasness in motivating employees. The
management of USS should involve workers in making decision on the matters that affects
employee’s performance; into finding the solutions that affects employee’s performance and
enhance employee’s commitment in organization. This will make subordinates felt that their
contribution is valued hence rise performance.

43
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Armstrong, M. (1999). Human Resources Management, 1st Edition, Kogan Inc., London.

Bernard, C. I. (2003). The Function of the Executive. Cambridge MA, Harvard Press.

Bufford, M.J. (1995). Be Your Own Boss. Journal of Extension.

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48
 APPENDIX 1

Questionnaires for employees

Dear respondents,

My Name is Joyce J. Mwaulambo, student of Stefano Moshi University Collage. I am

conducting a study on Effect of Motivation on employee’s work performance, taking Usagara
Secondary School as a case study.

This research is purely for academic purpose. It is partial fulfillment of the requirements for the
award of Bachelor Degree in Business Administration with education (BBA-ED The success of
this research will depend heavily on your willingness to cooperate by providing correct and
factual answers.

Thank you for your cooperation.

49
Please put (√ ) against the correct answer and fill blanks provided.

PART 1: PERSONAL INFORMATION

Fill the blanks provided.

1. Age

a) 15 – 25

b) 25 – 35

c) 35 - 45

d) 45 - 55

e) 55 – 60

2. Sex
a) Male

b) Female

50
 3. Departments

a) Science Department

b) Language Department

c) Business Department

d) Arts Department

4. Level of Education

a) Secondary Education

b) Certificate

c) Diploma Education

d) Undergraduate degree

e) Master’s degree

51
 PART II: SPECIFIC INFORMATION

5. Do you understand the term Motivation?

a) Yes

b) No

6. Do you think motivation is necessary for workers?

a) Yes

b) No

7. Have you being motivated by your employer?

a) Yes

b) No

52
8. Among these what kind of motivation is provided at you work place?

(Please tick those which are provided at your workplace).

A. Housing Allowance

B. Salary Grade Increment

C. Meals and Medical allowance

D. Leaves

E. Flex Time Schedule

F. Bonus and Rewards

G. Money (attractive salary)

H. Good working environment

I. Trainings and Development

J. Long Service Awards

K. Dependence allowances

53
(Mention others if any)
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

9. Which of the following are the effects of motivation towards improving employee’s
performance at Usagara Secondary School? Tick those available to your organizations.

a) Recognition

b) Achievement

c) Advancement

d) Growth

e) Responsibility

f) Job challenge

g) Job satisfaction

h) Increase productivity

i) Organization commitment

54
(Mention others if any)

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

10. What are the challenges faced by the Usagara Secondary School in motivating its employees
towards improving work performance?

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

11. What comments do you have on overcoming obstacles related to employee’s motivation at
work place?

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

Thank you for your cooperation

55
 APPENDIX II

INTERVIEW GUIDING QUESTIONS FOR SCHOOL HEADMASTER’S OFFICE AND

SECONDMASTER

1. Do you motivate your employees?

2. What really motivates your employees?

3. What are the effect of motivation towards improving employee’s performance at Usagara
Secondary School?

4. What are the problems faced by the Usagara Secondary School in motivating its
employees towards improving work performance?

5. What comment do you have on overcoming obstacles related to employee motivation at

workplace?

Thank you for your cooperation

56
57