Understanding Motivation in Action

1.0 Introduction

1.1 Background

Motivation is considered as a forecaster of the performance of a person at the work place. Among other factors like skills and aptitude, motivation is a determinant of job performance. Motivation therefore is a psychological and behavioral process that inspires a person to take actions in a certain way (Cherry, 2018). In an attempt to define motivation, authors have come up with varied explanations none of which can be said to cover everything regarding the process. The underlying fact is that motivation is what causes a person to act. It is what drives one to pick a specific topic and engage in a passionate study or what drives someone to write books after books. There is something that drives people towards the things that they do in their life.

To understand the essence of motivation, it ought to be considered as a process and not an event. As a process, it entails emotional, cognitive, biological, and social forces responsible for activating behavior. People desire to accomplish certain things in life and they have to develop a given behavior to reach that particular goal. A New Year resolution is nothing but a mere wish or desire if the same is not supported by the ability persist through challenges and endurance to keep working on your goal despite the snags. Therefore, a person’s motivation can be understood by examining his or her behavior. Consequently, there is a link between human behavior and the particular things inspiring them.

In light of the advancement of technology and evolution of human resource management, companies are now investing in motivating their employees to achieve enhanced productivity. The reason behind this phenomena is that there is a relationship between motivation and performance of a person in almost anything he or she does. Said et al. (2015) agrees noting that entities are now ranking employees with great levels of efficiency highly due to the efficacy of their output. In addition to this, organizations are now increasingly demanding for a combination of physical, financial and human resources to come up with value at the end of a financial year (Shahzadi, 2014). However, without motivation there is nothing to ignite a behaviour in the human resource to steer an organization towards a profitable direction. As a result of the central nature of human capital in organizations, scientists have come up with various theories to explain and find a solution to human resource issues.

1.2 Aim

Performance of an employee is usually measured by the resultant productivity to the extent that the organization will consider how much they spent on the employee versus that which is produced (Badubi, 2017). The difference is what is measured as productivity, and can either positive or negative. Human Resource departments are cognizant of the fact that people are the most valuable assets of a business. Thus, employee performance is major concern to a HR department of an organization since it is their duty to manage the employees in a way that a better performance is realized consistently and sustainably. In this digital era, HR departments have to adapt to new emerging issues like employee productivity, engagement, and performance. Therefore, the aim of this paper is to evaluate the correlation between motivation of employees and their performance in business organizations.

1.3 Objectives

To carry out the research efficiently, the aim has been split into specific objectives as follows:

To assess various categories of motivation concepts and theories that affect employee performance

To determine the link between motivation factors or theories and employee performance

To pinpoint the principal motivation factors or theory that affects employee performance

1.4 Research Questions

The research seeks to answer the following research questions:

What are the various types of motivation factors or theories affecting employee performance in business entities?

What is the correlation between motivation factors or theories and employee performance in business entities?

What are the principal motivation factors or theories affecting employee performance in business entities?

1.5 Scope of the study

As people go about their businesses, there are those who undertake their duties with a lot of zeal and passion while there is another group that has little enthusiasm. The difference between the two groups of people is the presence or absence of motivation. Similarly, in various workplaces in diverse entities, employees face the same scenario albeit the motivating factors may vary from one person to another. However, the motivation factors are generally similar and it is in this area that the research will cover.

1.6 Rationale of Study

Due to the advancement of technology, many manufacturing entities have introduced machines to replace and or compete with human labour. This has been a demotivating factor for employees despite the fact that these entities cannot reject the wind of change and risk inefficiency in their workplaces (Olusadum and Anulika, 2018). Studies have been undertaken to determine the basic tenets around the relationship between motivation and performance of employees in business entities. Nonetheless, there is no in-depth research into the specific individual motivation factors and their individual attendant effects on performance. Wherefore, this study seeks to address the gap as explained above.

2.0 Literature Review

2.1 Introduction

This chapter brings forth the scholarly underpinnings on the relationship between motivation and performance and it will aid in answering the research questions presented in the previous chapter, thus meeting the research objectives and aim. This chapter will first provide the concept of human resource management in organizations. Following this, it will provide the relationship between employee motivation and job performance, then the role of motivation on employee performance. Thereafter, this chapter will provide the motivational factors/theories, and finally, a definitive conclusion.

2.2 The concept of human resource management in organizations

In 2016, Google was ranked number one out of fifty best companies to work for in America. Over 64,000 Google employees are enjoying free healthy and gourmet meals, fitness facilities, onsite daycare, laundry facilities, and favorable paid parental leave terms (Gillett, 2016). One would wonder why Google has gone the extra mile to ensure that their employees are comfortable and well cared for. In fact, some of the amenities provide for the employees are in no way related to the nature of the work they are engaged in (Dobre, 2013). Bellé (2013) points out that there is indeed a shift in human resource management and the wind of change is blowing fast. Organizations have to keep up or be rendered unfit to survive in a world that is highly competitive in terms of globalization and liberalization of trade. Organizations want to achieve more profits but this is only possible if productivity is good. Productivity depends on the performance of employees in an organization, as shall be elucidated below (Lunenburg, 2011). The result is that employees are required to do more than before to match the projected productivity. The answer to all these problems is improved employee performance. Workplace personnel cannot be coerced to work harder as that would result in forced labour. Hence, the most plausible way is to motivate an organization’s employees to perform better just as Google and many other multinationals are doing (Lazaroiu, 2015). Olusadum and Anulika (2018) have considered strategic management as an effective and suitable way of promoting growth and development in an organization. Essentially, an organization brings together all manner of resources with an aim of getting best out the same in terms of productivity. Management of any organization faces an ever-present challenge of achieving a set mission and vision with available resources at their disposal. According to Graves et al. (2013), resources necessary to achieve productivity mainly includes financial and human aspects. A business could be in possession of large financial capital as one of its resources. However, human capital is still necessary to complete productivity.

According to Novita (2010), the nature of human personnel is such that it cannot be dispensed with regardless of the digital complexity of an organization. It is his contention that even though an organization may adopt technology in most operations, human guidance will still be needed. Basically, human personnel is still a vital consideration in analyzing the productivity of a particular organization (Elnaga & Imran, 2013). Even in organizations that have computerized processes or have applied the use of robots, there is still an importance attached to having employees in charge of such technology. Human personnel is thus central to an organization’s performance. Entities have taken it seriously to an extent that management has created a human resource division. Human resource division is tasked with dealing with the welfare of employees in a way that encourages the growth of the entity. Ryan (2011) indicates that human resource strategies have evolved since the agrarian revolution. An evolution from indifferent treatment of the workforce provided that productivity is maintained to a more liberal treatment whereby the welfare of employees is given utmost importance. This change has been attributed to the realization that human beings are propelled to do certain things in life because of various objective and subjective drivers (Güngör, 2011). Susan Fowler in her study puts forward a contrary argument. She contends that motivation does not work and instead suggests another route to enhancing employee performance (Fowler, 2014). She argues that the question is bout quality of motivation that a person has and not the quantity. Further, according to her research, every employer is actually already motivated, in reality, hence incentives will not work on them. She suggests that management should first identify a person’s motivation, then facilitate a shift to a higher motivations and lastly find out from them how work and life are different after a shift in motivation. In line with Novita’s work (2010), every organization is in pursuit of an efficient workforce. In turn, performance equates benefit to the organization. Similarly, Sharma and Sharma (2017) in their study note that performance of any entity is heavily reliant on the motivation of employees. For an organization to prosper and maintain productivity, it must find different ways of motivation unique to individual employees. Shields et al. (2015) also note that while one employee will be encouraged by recognition, another will prefer cash incentives. Employee motivation, according to the above study, can make employees feel appreciated and of importance to an organization. Out of employee motivation, staff retention and company loyalty can be enhanced to the benefit of concerned entity (Shahzadi et al., 2014).

2.3 The relationship between employee motivation and job performance

Chaudhary and Sharma, (2012) state that motivation is an inner drive that causes someone to decide to perform a certain action. It is the contention of these authors that employee motivation has a direct effect on the performance. Employees can be motivated by different incentives that make them feel satisfied and happy. Shields et al. (2015) also note such employees tend to do their best in tasks assigned to them as opposed to their demotivated counterparts. In this case, individual needs, personal preferences and work environment become the independent variables while job performance is a dependent variable. Therefore, Muogbo (2013) makes it clear that an individual can be motivated by improving their welfare, offering incentives and a better work environment, and this will eventually contribute to a better performance. The opposite is true for employees that are neglected and demotivated. As maintained by Shahzad et al. (2014) employees will react positively to the policies, strategies, and objectives of an organization where they are motivated. Empowered employees exhibit a positive attitude towards standards and political principles of the organization. Increased participation of an employee can also give rise to self-gratification and increased trust in the organization. Sharma and Sharma (2017) contend that there are employees that will have enhanced performance when they are given recognition. Such recognition should concern the nature of their performance so that they are likely to perform better in future. A good relationship between employee motivation and performance may include employee autonomy arising from increased participation and empowerment (Sharma and Sharma, 2017). The outcome is an employee who can handle basic matters in an organization and make final decisions without having to consult a superior manager. This kind of relationship saves time and gives the employee satisfaction of being in charge of certain matters at the place of work. It even increases dedication of such an employee (Shields et al, 2015). However, too much control is not appropriate in the hands of a junior employee and therefore this approach should be exercised with a lot of caution.

Feedback is an important aspect of this relationship. Employees need to know how the management perceives their efforts. Equally, the management must have a way of letting employees know when to put more effort or maintain a certain tempo (Shahzadi et al., 2014). This involves both negative and positive feedback since they are equally important. An employee who is underperforming must have knowledge of that fact to improve. The management also has to communicate feedback on the performance of the personnel after a careful analysis of their performance (Shields et al., 2015). Consequently, the element of performance appraisal will arise in the relationship between employee motivation and performances. It is a way of evaluating the output of personnel in comparison with the attendant input (Chaudhary and Sharma, 2012). Generally, the output should substantially exceed the amount of input so that there are gains realized from the organization's investment in human labour. Conversely, Spicer and Cederstrom (2015) believe that job satisfaction as a result of motivation does not necessarily lead to increased productivity they suggest that there might even exist a negative correlation between corporate productivity and job satisfaction. Depending on the criteria set by the management, an employee needs to know what is expected of him before performance is measured. Robbins (2005) argues that an employee will exhibit a satisfactory performance where there is a definite criterion of performance appraisal and a clear job description. Additionally, people are likely to perform better if they know that there is a reward at the end of it all. The outcome of a performance appraisal has a two-faceted effect on the organization depending on the manner of formulation and administration. In instances where concerned personnel is involved in the formulation and review of the appraisal criteria, they will feel like part of the process. Sue to this, Chaudhary and Sharma, (2012) point out that they will be agreeable to the outcome of the performance appraisal since they had been involved throughout the process. On the other hand, a process that isolates employees and only involves them in the last stage of appraisal may operate in such a way that demotivates the subjects (Chaudhary and Sharma, 2012).

2.4. The role of motivation on employee performance

An organization’s interest is to find out what motivates its employees and subsequently set up a motivational programme based on the findings. This paper seeks to adequately look into individual employee performance and the attendant role of motivation in the same context (Novita, 2010). In pursuit of the above various theories will be considered and applied to shed more light into the relationship between the two variables. Factors like personal recognition appreciation of work done, favourable pension packages, personal loyalty with personnel, consideration of employees’ problems and favourable work terms are some of the relevant factors of motivation (Robbins, 2005). According to Novita (2010), individuals have their own personal goals that they wish to achieve in their lifetime. In many cases, these goals and aspirations align with the organization’s goals as well. Therefore, individuals will motivate themselves so as to achieve such goals. In doing so, they will be fulfilling the organization's goals. In fact, Robert (2005) claims that organizational goals are directly proportional to the individual employee’s personal aspirations. A manger’s task is even made easier in a scenario where the individual employees are self-motivated. However, an organization will have dismal productivity where the employees are not self-motivated. Motivation may take a positive or negative form. There are cases of negative motivation in the workplace to make the personnel work harder and increase productivity (Güngör, 2011). People are different and it is possible that they some may be driven by fear and anxiety. Some people will be motivated to work harder for fear of consequences of losing their job and the subsequent inability to provide for their families or themselves. As to the efficacy of either positive or negative motivation, it all depends on an individual. A person may thus be motivated by either reward or punishment depending on personal inclination. Training of employees is an important aspect of increasing productivity and the relevance of individuals’ skills at the workplace considering the evolution of workplace trends. While the exercise is aimed at organization’s productivity, it begins with the employee first in whom skills are invested. Along the way, this motivates employees as they are regularly subjected to continuous training (Tsai et al, 2007). As to whether an employee is trained regularly or not trained at all has a link to motivation. When employees are trained, the existing knowledge is updated to the latest technological and environmental changes to enhance the relevance of the organization the industry. At the same time, this increases performance (Ryan, 2011). Accordingly, theories and factors have been put forward as ways that can enable an organization to empower their employees with an aim of improving performance. These theories and factors explaining motivation as an aspect of improving employee performance is thus considered in the following text.

2.5. Motivational factors/theories

A lot of research has been undertaken in the area of motivational theories. Researches have thus proffered different theories explaining and justifying motivation including but not limited to: Maslow’s needs hierarchy theory, Vroom’s expectancy theory, Adam’s equity theory and Herzberg’s Motivation theory (Mark, 2018). These theories further fall into two main categories, that is, content and process theories. Content theories are focused on the triggers of motivation in individuals whereas process theories attempt to explain the manner in which human beings are motivated to engage in certain activities (Ryan, 2011). The figure below illustrates the two categories of motivation theories and their attendant elements.

2.5.1 Content theories

These are also known as needs theory and focuses on the factors that motivate people. A lot of research has been undertaken under this umbrella in an attempt to explain the factors that cause, sustain, and bring to a halt behavior. These theories imply that the source of motivation of one person is not the same for another (Nabi et al., 2017). In essence, it means that there are unique motivating factors for different people. Therefore, it is essential that managers become aware of the unique sources of individual employee’s motivation. Where there are no motivating factors, a negative performance can be triggered in employees. This is attributed to the fact such persons have failed to acquire what they need and are thus attempting to satisfy the same. According to Shanks (2015), these theories are an attempt at identification of individuals’ needs and their relationship with subsequent fulfilment. Human beings are inclined to put more effort into work they are doing if they believe that it will lead to a fulfilment of their needs. One study suggests that Maslow’s theory of motivation falls under the category of process theories, and is regarded as a hierarchy of needs that progresses from the lowest to the highest (Nabi et al., 2017). It begins with basic psychological needs like food and water to a level involving self-awareness and actualization. Self-actualization is considered as the highest level in this pyramid of human needs. When a level of need is successfully fulfilled, an individual is driven to move to the next level need to fulfil as well. However, according to Shanks (2015), there are limitations to the above proposition of Maslow’s hierarchy of needs. The theory is unable to explain the higher spiritual needs of a person, which is a major player in people’s lives. Again the theory cannot be adequately verified through experiments hence it is not empirically supported. Managers will find it difficult to identify the need level of employees and as a consequence may inhibit the motivation of personnel at the workplace.

Sincero (2018) suggests that Herzberg’s two-factor theory condenses Maslow’s theory two key areas of need. These two factors are diametrically opposed since one focuses on factors that increase job satisfaction while the other focuses on factors that cause job dissatisfaction. Consequently, Said et al. (2015) point out that factors like responsibility, recognition, advancement, company policies, quality interpersonal relationships, achievement, and work are considered to be the essential factors driving job satisfaction at the workplace. Similarly, other motivator factors may arise from personal desire to grow and become better at the workplace. Afful-Broni (2012) in his study, notes that there are effective motivator factors that are instrumental in promoting employee performance and providing satisfaction at the workplace. These factors can involve stimulating jobs, a feeling of personal growth, challenging tasks and even more importantly an opportunity to advance at the workplace (Said et al., 2015). The above theory assumed, to larger extent, connection between job satisfaction and productivity. His study paced more emphasis on satisfaction at the expense of productivity. The focus on satisfaction failed to apply a broad measure is assessment of the same. Since the study was based on responses from employees, it is possible that the research is not free of prejudice. Alderfer’s ERG theory differentiated the three classes of needs: existence, relatedness, and growth. Furnham (2008) suggests that Maslow’s theory falls in the same category as Alderfer’s by connecting the three aspects. In essence, relatedness can be placed alongside belongingness, psychological and safety needs with existing needs and growth in the same place as Maslow’s self-actualization (Said et al., 2015). The two theories can be summarized as explaining needs, their stages, and how individuals fulfil them at different phases of their lives. While the theory provides that one ca satisfy any of the three needs first, there is no criteria of determining the most important needs to an individual (Deci and Ryan, 2010). Additionally, the theory is relatively new and not grounded as the hierarchy theory and its empirical status can be rightly termed as being tentative.

McClelland’s Acquired needs theory supposes that human needs are acquired along the way as people interact with one another, from the environment and cultures they are based. This theory is slightly different from Maslow’s and Aderfer’s though it is based and builds on the former’s theory (Sincero, 2018). It does not focus on satisfying needs, instead is a focuses on achievement, affiliation and power. Because these are learned needs, diversity between employees becomes commonplace. Therefore, a person’s behavior is determined by the prioritization and importance of the needs. Again these learned needs cannot motivate an individual at ago, must be one at a time (Said et al., 2015).

2.5.2. Process theories

Theses category examines how behavior is caused, sustained and halted by motivational factors. According to Brent (2017) suggests that individual needs affect their behavior in the pursuit of a goal related to the particular needs. The process theories give an implication that people make certain choices because of factors like a sense of establishment, preferences, and reward factors. Managers who understand the import of this theory have applied the same to their workplaces (Mark, 2018). Under this category, there are four main process theories namely: equity, goal setting, reinforcement, and expectancy. Basically, the theory provides a mechanism through which a company to explain the change in needs of a worker. Mark (2018) indicates that one of the process theory is the Expectancy theory as developed by Vroom in 1964. The author suggests that individual behavior is a precursor to all actions that an individual undertakes. A person may want to stay up late or work longer hours if there is a belief that there is an additional payment for the same or compensation. In doing so, the individual committed to working further shall have a better performance, which is beneficial to the organization (Brent, 2017). The theory is based on three pillars of reward, performance, and belief. An individual is likely to work harder and improve his performance if he believes that there is an attractive outcome than if they thought there was nothing. However, the theory assumes that managers know exactly which kind of rewards an employee expects which is not the case in most instances (Deci and Ryan, 2010). Again sometimes employee do not work necessarily to get a reward, they may be working towards career advancement and not specifically for something in return. Studies undertaken by researchers like Badubi (2017) propose that a person is more likely to consider and work additional hours if they are promised a reward at the end as opposed to a scenario where there is an assumption that there will be compensation. The upshot is that the management in organizations can apply this theory by using rewards in workplaces to energize employees with an aim of improving performance (Brent, 2017). An improved performance in an organization is a positive step, which translates to productivity and eventual profitability. Individuals are motivated when they feel that they are subjected to conditions that are like other employees in the same setting. The theory of equity gauges works motivation by the nature of skills that an employee has and the efforts of the employer (Shanks 2015). Hence, an employee will feel motivated where there is equal investment from both parties in an organization. The investment perspectives can be seen through employee promotions, salaries and employee benefits or bonuses. An employee who perceives that there is a sense of inequality at the workplace may begin reducing performance hence low productivity levels (Brent, 2017). Management of organizations has thus used this process theory to create a balance and empower their employees by enhancing equity at the workplace.

2.6 Conclusion

The above studies in this chapter have covered the relationship between motivation and performance, and the theories put forward have discussed a general outlook and application in workplaces. This chapter then leads to the presentation of chapter three (methodology), which purposes to meet the research objectives.

3.0 Methodology

3.1 Introduction

A research methodology brings forth a vital aspect of a research study that in turn, contributes to its progress (Neuman, 2013). This includes a description of various tools and also, research techniques, which are used in the research study process. In this regard, this chapter purposes to include the activities that were used in the collection of data, and this includes the activities that were conducted and where they were conducted. Hence, it is evident that this chapter was useful in regulating the progress of the research, thus, ensuring that the delivery of the schedules were done in a timely manner, and this includes tasks performance, as well as activities. Overall, this chapter will provide explanations on the research approach used, the sampling techniques adopted, the population, data collection procedures, as well as the analysis techniques.

3.2 Research technique

This study took up a qualitative research approach. This approach was noted to be significant, as the study purposes to evaluate the existing relationship between motivation and performance, owing to the opinion that they are qualitative variables (Silverman, 2016). This study opted for qualitative research, majorly because it provides a rich, and in depth information on the feelings, as well as behaviors of people. Moreover, it creates openness, which then encourages people to expand on their responses, and this can consequently open up new subjects that could not have been considered initially. Moreover, this research took into use, the approach of interpretivism, induction, as well as philosophy. Various scholars such as Corley and Gioia (2011) point out that philosophical approach and research approach are essential for research studies, which entail primary collection of data. The interpretivism approach was adopted in this study, as it enables the researcher to appreciate various differences between people. In addition, interpretivism studies focus on the meaning, and also purposes to employ various methods that aid in reflecting on different aspects of an issue. On the other hand, induction approach was opted for, as it aids in generating statements that are based on observations, thereby, developing theory based on empirical data. Of significance too is the use of philosophical approach, which aided in analyzing concepts, arguments, as well as problems (Silverman, 2016).

3.3 Research methods

Owing to the fact that this research was qualitative in nature, it purposes to investigate the existing relationship between the concept of motivation and the performance of employees in business organizations. In this respect, this study adopted the use of interviews, and semi-structured questionnaires in collecting data. Interviews were adopted in this research study as they aid in the production of data, based on the participant’s priorities, ideas, as well as opinions (King, et al., 2018). In this regard, the participants have the opportunity of expanding their ideas and explaining their views, especially in factors that they consider as crucial. In addition, interviews are more valid, owing to the fact that direct contact implies that the collected data can be checked, when there is need to enhance accuracy, as well as relevance. On the other hand, semi-structured questionnaires were adopted in this research study as they contain a large amount of detailed information, they are flexible, reliable, and also easy to analyze (Flick, 2018). Whilst a large amount of information, used in this study was derived from various secondary sources, it is significant to take note of the fact that first hand information were collected from employees from various business organizations regarding the pre-mediated factors that were most likely to motivate them in an instance where they were implemented. In this regard, the employees were interviewed, whilst considering the motivation techniques that the organizations that they work for employs, as well as the effectiveness of the motivation techniques towards impacting on performance (Taylor et al., 2015). It is worth noting that through this method, significant data, as well as information regarding the subject of the study was obtained, thereby, making it an efficient and effective method of collecting data. On the other hand, the secondary sources that were included were scholarly articles, books, as well as journals on motivation and its impact on employee performance. The secondary sources were used as they aided in generating significant insights, derived from previous studies. Moreover, it is important to note that re-analyzing data could result into unexpected new discoveries (Merriam & Tisdell, 2015). Owing to the fact that the database used in scholarly articles is easily accessible, they can be analyzed, in order to come up with relevance conclusion, simple verification, as well as confirmation of previous results.

3.4 Target population

It is important to take note of the fact that this study aims at establishing the relationship between employee motivation and performance in organizations. In this regard, it will focus on the manner in which different factors of motivation purpose to influence employee performance and behavior. Therefore, the population that was used in this study was employees in different business organizations. They were chosen randomly, in an instance where their management accepted the study to be conducted, and also, based on their personal willingness to participate in the study. Notably, random selection was preferred in this study, in order to prevent biasness. This study purposed to get a general perception of the employees regarding motivation as their driver towards performance and in this case, there was no need to select the participants, based on any form of restriction.

3.5 Sampling

In a bid to collecting data from various employees in different business organization, this study employed random sampling. In accordance with the writings of Blaikie (2010), he makes it clear that a researcher’s awareness of the magnitude, as well as the extent of their study population, and also, the pool from which a given sample can be selected, purposes to baseline the decision behind the technique of sampling that should be used. Based on this technique, only the employees that were comfortable, and also willing to be participants in this study were contacted, in order to prevent any form of inconveniences in the business organizations, which could have consequently impacted the results. Additionally this then implies that the sample that was taken was significantly open to any form of restrictions, which could include size, age, or gender (Smith et al., 2015). Notably, the participants were chosen solely based on their willingness, as well as availability to participate on random approach.

3.6 Data Analysis

This study adopted the use of thematic analysis, which involved qualitative research method that is significant in analyzing raw data. This is effective through evaluating, analyzing, and also reporting patterns and themes that are available within the presented data. With the technique of thematic analysis, this research study developed accurate, as well as replicable inferences that relate to the existing relationship between motivational factors used in business organizations and the performance of employees in general. The advantage of thematic analysis are that first, it is theoretically flexible, owing to the fact that is can be used in varied frameworks in answering different kinds of research questions. Notably, it suits various questions that relate to the experiences of people, their views, and even perceptions (Smith et al., 2015).

3.7 Ethical Considerations

The primary aim of this study was to establish a connection, which may exist between various motivation factors and motivation in general to employees’ job performance in organizations. Notably, human beings often represent the major subjects of study, and as such, they are often subjected to questioning, as well as interrogation. As such, this represents an issue of ethical concern, which bring forth matters of ethical practice in the research study. In accordance with the writings of Blakie (2010) points out that using human beings as test subjects represent ethical issues that have to be addressed prior to conducting the study. In this regard, in order to address the issue of ethical practice that is relevant, permissions were obtained from the concern business organization managements, such that it could allow the participants to be at ease whilst disclosing vital information (Silverman, 2016). The employees that were to participant in this study were notified earlier and this was in line with the use of random sampling technique, which ensured that the participants only participated at their free will. Furthermore, the identities of the participants were kept anonymous, in order to enhance the privacy of the participants further.

3.8 Organizational Permission

Owing to the fact that this research is based on different business organizations’ workplaces, and in addition, for the fact that it was carried out during working hours, relevant permits were paramount, in allowing the researcher to be accommodated within the premises of the organizations. Moreover, relevant permits were provided, which certified the capacity of the researcher to carry out the research within the law bounds, and also within the terms and conditions of the companies. These aided in protecting the employees’ reputation, as well as the company from any research work outcome.

3.9 Conclusion

From the above provision, it is worth noting that the research methodology presents significant activities, which would aid in data collection, and in the subsequent section, which aims at providing the results of the study. The information provided above assures that the researcher will easily carry out the results section.

4.0 Results and discussion

4.1 Introduction

This chapter purposes to provide the results, derived from the data collected from the participants. Additionally, it purposes to provide a significant discussion, which aids in meeting the aim of the study. This chapter will first start by providing the general profile of the participants, then the chapter will provide the data on motivation and employee performance. Thereafter, this chapter will provide a definitive conclusion, which summarizes its content.

4.2 Section A: General profile of the participants

All the participants attended to the questions, and it was noted that 5 of the participants were males, whereas 4 of the participants were females. 4 of the participants fell within the age bracket of 41 to 50, 2 between the age bracket of 20 to 30, and 3 between the age bracket of 31 to 40. 4 of the participants were married, was divorced, 3 single. Five of the participants had completed their university education, whereas 1 had completed his college education and the rest indicated (other) in their questionnaire. This study interviewed participants with the following job titles: loan officer, data processing officer, internal auditor, bank teller, bank assistant, 3 branch managers, and a bank teller. 3 of the participants noted that they had worked for their organization for 0-5 years, 3 of them 10-15 years, and 3 of them 5-10 years. Finally, based on their terms of service, 3 of the participants noted that they were working on permanent and pensionable basis, whereas 6 of them noted that they were working on contract basis.

4.3 Section B: Motivation and employee performance

On a scale of 5, when the participants were asked about the level of satisfaction they have for their job, 4 of the participants indicated 2, whereas the remaining participants indicated 1. On the question of the salary scale in comparison with other organizations, five of the participants indicated 1, whereas the rest indicated 2. The following question required the participants to answer, in a scale of 1 to 5, whether they strongly agree or strongly disagree if their organization acknowledges and recognizes their efforts, It was noted that none of the participants answered this question. The participants were asked about their thoughts on HRM policy on motivation in their organizations and the following were the comments that they provided: “I believe it is an effective policy as it keeps employees motivated” “The policy in place has been working very well ever since I joined this company I haven’t seen any problems as of yet” “As I have been an employee of this establishment for so long, I believe the policy has been effective” “I think it works very well and is effective. There is help and support available if needed. All of these keep staff confident and motivated within the workforce” “Very well and no problems have seemed to be witnessed” “Works efficiently and support is always available and I am here to help all” “I think the policy works extremely well and it effective and needs staff to be motivated” “I think it’s excellent and as a branch manager, I have not seen any issues from my employees” “Very helpful as motivation is crucial to a company’s overall success”

The participants were also asked if they were satisfied with the incentives that their organizations provided them with and all them answered (yes). In this regard, they noted that some of the incentives provided to them were bonuses, chances of promotion, monetary rewards, great salary, good holiday pay, and performance rewards. All the participants noted that they were happy and satisfied with their current job, and they also noted the following comments regarding their satisfaction: “The reason why is am satisfied is because it keeps me on track and motivated at all times” “It motivates me to work harder to achieve my incentives” “Having these incentives in place keeps me motivated and come to work every day” “These incentives keep me motivated and make me want to work harder” “The praise motivates me to work harder at what I am best at” “Being able to save and spend with the amount of wages I am getting” “The incentives work for me at it keeps me motivated and work harder on tasks given to me” “Keeps people motivates to exceed to do better than their current position” “Keeps me motivated and feel appreciated as an employee”

The results of the interviews also indicated that what motivates the employees more are recognition by the company their work for, promotion, as well as salary increase. The participants also noted that the management involves them in decision making, which related to their department, and they noted the following comments, for the decisions that they might like to be involved in. “I wouldn’t mind being involved in decisions such as how many department is being run” “ When recruiting new members for our company” “Organizations operations would be a decision I would like to be involved in” “Being able to have my say and input in any decisions been had and it being taken on board. Strategic decision, financial decisions, and operational decisions” “I am happy with any opportunity” “I am already involved in decision making” “I work within the management so I am already involved in decision making within the organization” “As a branch manager, I make all the crucial decision to do with the branch” “Decisions within the department that may have an impact on me as an employee”

All the employees noted that they are paid the same as other employees in similar level, apart from 2 who disputed.

The employees were asked to give their opinion on how their current company compare with their previous employers if any and the following were the comments that they provided: “My current job is much better because there is a higher salary. Also I know my job is secure” “Stable job, great salary, good holiday pay, great team to work with” “In my previous job, I was on zero hour contract, whereas now I have a fixed contract” “ I have more of a sense of belonging, feel as though I do get to have a say in decision making been made and more opportunities available to progress” “I received a promotion, and gained more experience” “Better role and more recognition” “More responsibility and also, the wage is higher and in a higher position or authority” “It is more challenging and enjoyable, secure future, and loads of benefits” “Different position”

On the question requiring the participants to recommend any changes to the management policy on employee motivation, the participants provided the following comments: “No I don’t recommend any changes to the management policy on employee motivation” “No I don’t recommend any changes” “As an internal auditor in the organization, I cant recommend any changes as there has not been new issues to face” “I wouldn’t recommend any changes to the management policy on employee motivation. I believe that the policy is working very well so far and that it just needs to maintain this and not make any changes as of yet” “yes, I would recommend that the role of a bank assistance to be easier to apply so that more employees are motivated to earn that position” “No changes for now” “As of yet I cannot recommend any changes to the management policy on employee motivation. They have been put in place after years of experience in the organization” “As a manager, I don’t seen any issues from my employees or myself with the current policies set” “None”

The employees were asked the reasons why they come to work every day and most of them noted that they want to gain more experience, save and build their future, provide for their families, pay their bills, keep their businesses successful and to manage the present cost of living. In this regard, they were asked what they do not like about their job and most of them noted that it is stressful, it entails insufficient time, lack of enough holidays and having to encounter rude and impatient customers. In addition, all the participants noted that they were satisfied with their current salaries, and for that reason, they did not intent to stop working with their organizations in the next 5 years.

Moreover, the participants noted that there is a connection between their job satisfaction and performance, thus providing the following comments on the same: “Because if I am satisfied with my job, this will increase my performance levels and I will be more happier” “If I am happy with my job, it will motivate me to work harder” “There is definitely a correlation as I perform much better when I am happy within the workforce: “Definitely I am happy and satisfied with my job, my performance shows this and I work much harder and communication is better with my colleagues so tasks get done much more efficiently and at a faster pace” Overall, it is significant to note that based on some of the comments of the participants, they were of the opinion that job satisfaction has a connection with performance because generally, the participants noted that if they were satisfied with their job, their performance at work would definitely improve.

The participants were also asked about the motivators that are present in their organizations and they noted factors such as job security, great salary, good pension schemes, strong leadership from the management, career advancement, and stable future amongst other factors. Moreover, they noted that motivation affects their performance, as without motivation, they do not purpose to work harder, with the aim of meeting the goals of their organizations.

4.4 Conclusion

Based on the provision in this chapter, it is evident that data from the interviews conducted with the participant, as well as the discussion provided alongside it, provide a significant input towards meeting the objectives, answering the research question, and finally meeting the aim of this study.

5.0 Conclusion

In light of the advancement of technology and evolution of human resource management, companies are now investing in motivating their employees to achieve enhanced productivity. The reason behind this phenomena is that there is a relationship between motivation and performance of a person in almost anything he or she does. Notably, entities are now ranking employees with great levels of efficiency highly due to the efficacy of their output. In addition to this, organizations are now increasingly demanding for a combination of physical, financial and human resources to come up with value at the end of a financial year. The aim of this paper, which is to evaluate the correlation between motivation of employees and their performance in business organizations has been achieved. Similarly, the objectives of the research have been met. This study used qualitative research study, where 9 employees were interviewed, with the aim of deriving their opinions on the subject of motivation and performance in the organizations that they work for. It was then noted that the employees acknowledge the importance of motivation, and as such, they generally noted that without the concept of motivation in an organization, the employees cannot be motivated, to be able to take the organization to a better level.

5.1 Recommendations

This paper provides the following recommendations, which if business organizations take into consideration, they would find it vital in enhancing the concept of motivation, and improving the performance of their employees:

Firstly, organizations should purpose to enforce effective communication. Communication is significantly, a key element in enhancing employee job satisfaction and it is founded on a great working environment and significant collaboration. Business organizations should acknowledge the used of significant tools that aid in facilitating communications and these include project software, as well as internal newsletters.

Secondly, business organizations should make into proper use, Maslow’s pyramid of needs. In line with this, they should enhance continuous learning, as well as development. The organizations should also focus on providing training opportunities, in order to provide the employees with opportunities to deepen their knowledge, and also specialize in their fields that they prioritize. Notably, the training programs would purpose to get the employees motivated, and this would consequently improve their performance at work.

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