The Driving Force Behind Motivation

Chapter One Introduction

Background and introduction of the study

The process of motivation started with the human need that established a vacuum in the individual. In the process of trying to fill this vacuum what was generated was a driving force inside the person which began and sustained a reaction and action chain. At that particular point, the void was filled. In addition to this background information, motivation is defined by Nnabuife (2009) as an external or internal driving force which results in the willingness of a person to carry out an activity to an end which is conclusive. Internal motivation as a motivation aspect is important because of the individual experiences a driving force from within themselves (Nnabuife, 2009).

Additionally, external motivation is also a critical motivation aspect which is often applied by firms because its employees get motivated so that they can relate with their firm to satisfy or fulfil their desires, variegates and varied needs (Lindner, 1998). Until external and internal employee motivation are identified correctly and satisfied adequately, they will continue impeding the smooth functioning of a firm. Therefore, proper identification and satisfaction of these motivations remain the most significant challenge that managers face in any organization particularly the best way to get workers committed to their jobs as well as how to make them accomplish the objectives of the firm (Lindner, 1998).

Motivation is more concerned with the reason people do what they do. It provides answers to why workers or manager attend to their work and why they strive to do an excellent job (Graves, Sarkis, and Zhu, 2013). Therefore it is essential for every firm to try and find the reason behind every employee’s motivation to do various activities, especially at the workplace. A manager’s primary task is to develop and maintain a workplace environment where workers can efficiently conduct their business and fulfil the organization’s objectives.

Workers differ both in their working abilities and their will or motivation to carry out various activities (Graves, Sarkis, and Zhu, 2013). When workers are motivated, they are persuaded, induced, stimulated and compelled to carry out their activities thereby fulfilling their organisation’s objectives. Employee motivation relies on the motive’s strength (Gagné, and Deci, 2005). Motives are wants, need, impulses or desires in each employee and which determine their behaviour as humans. Therefore, the process of motivation includes behaviour arousal, sustaining the progress of behaviour as well as channelling behaviour towards a certain action course. Thus, the desire, needs or motives of an employee trigger them to take action.

Motivation is thus the inherent state which energizes people, sustains and channels their behaviour (Gagné, and Deci, 2005). All behaviour with the exception of responses is all goal-directed allowing managers to apply management theories of motivation to direct their employee’s job behaviour towards the organisation’s goals (Skudiene and Auruskeviciene, 2012). Each business and organization wants to become successful, and they have the desire to attain consistent progress. Today, organisations are very competitive and regardless of their size, market focus and technology, they are still facing challenges on employee retention.

They, therefore, need to develop bonding and positive relationship which should be maintained between the organisation and its employees. The employees of any firm are an essential and central part of the business and need persuasion and influence to fulfil their tasks (Skudiene and Auruskeviciene, 2012). For obtaining prosperity, firms design unique strategies to increase their performance and have a competitive advantage. A small number of firms believe that the employees and the human person of any firm have its major assets that can make them successful and if the assets are not properly focused, it can cause a decline (Jacobsen, Hvitved and Andersen, 2014).

Until and unless the workers of any firm are satisfied with their organisation, and until and unless they are motivated to fulfil their tasks and achieve the goals of the firm and are not encouraged, the organisation cannot achieve success or progress (Jacobsen, Hvitved and Andersen, 2014). The motivation of employees is among the managers’ policies which help increase their efficiency in the management of job amongst workers in the firm (Allardyce and McNamara, 2005). An employee is responsive concerning definite objectives and goals that they must achieve. Allardyce and McNamara (2005) claim that motivation makes a firm to be more successful as employees who are provoked are always looking for ways to improve their work. Therefore, it is crucial that a firm should motivate its workers (Perry and Porter, 1982). Getting workers to produce their best effort at work under difficult situations is one of the workers most greasy and stable challenge and can easily be achieved through motivation.

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The scope of the study

Employees work well based on their motivations as well as how well their job fulfils them. Managers must thus know how to successfully engage their staff and promote the worker’s determination to meet the firm’s goals. There are various motivational factors which can be used to influence an employee. In this research, I will look out for common motivation factors which can influence a person such as recognition and reward.

This research aims to collect reliable findings which are accurate and use them to develop the entire research. The relevance of this research is in how it explores the motivation of employees and how their motivation affects the productivity of their firm. Even though trying to motivate workers is commonly practised, individuals are unique, professionally or personally motivated (Allen and Ralph, 2001).

Therefore, at work where workers interact with one another, it is essential to know the different factors of motivation to improve as well as develop the productivity of a firm. Ankli and Pallian (2012) claim that there common factors of motivation. These include security, personal satisfaction, compensation, growth, and recognition. They argue that understanding the link between motivational factors and the productivity of every employee results in opportunities for forming different action plans. These actions are aimed at enhancing the factors to allow firms to become successful. This research is also essential because motivation is often considered an essential management function besides planning, organising as well as controlling (Ferguson and Brohaugh, 2009).

Many managers, therefore, perform different activities like staff ranking, providing commission pay and appraisal of performance to motivate their workers. Armstrong (2012) claim that such activities of employee motivation are often performed while assuming they will lead to increased productivity of the organisation. This study will enable the identification of appropriate employee motivation methods to acquire better performance and increased productivity. By identifying these methods, leaders or managers will be able to come up with the best motivation activities which can allow their employees to give out their best performance. Through this research, managers will know suitable motivation strategies for their workers to reach the organisational performance which is desired.

Aims of the study

To research the effect of worker motivation on business productivity and how factors like rewards influence the employees.

Objectives

To identify the impact of employee motivation on the productivity of employees

To explore the manner in which monetary reward affect employee productivity

To find out how career growth opportunities affect employee motivation

Research Questions

How is productivity affected by the motivation of employees?

How is employee productivity affected by financial rewards?

How is employee productivity affected by career growth opportunities?

CHAPTER TWO LITERATURE REVIEW

2.1 Motivation Theories

Motivation theories are adequately documented in the literature in which many thinkers from Abraham Maslow to Adam Smith among others have researched human behaviours from unique points of view-psychological, economic and behavioural to understand human motivations which make them do what they do. In the process of their study, the researchers developed various motivation theories (Bawa and Jantan, 2005). This chapter thus provides a brief review of the motivation theories as well as the empirical pieces of evidence on the link between productivity and motivation. Broadly speaking the motivation theories can be categorized into process theories and content theories (Bawa and Jantan, 2005). The content theories deal with the things which motivate and are also concerned with the finding or identifying the needs which people have as well as the goals they follow and their relative strengths which help them satisfy the needs. The major content theories are such as Maslow’s hierarchy of needs, McClelland’s achievement motivation theory, and Herzberg’s two-factor theory. On the other hand, process theories are mainly concerned about the relationship which exists between dynamic variables that constitute motivation and the way behaviour becomes initiated, sustained and directed (Uzonna, 2013). The most common motivation theory in many classical works of literature is one postulated by Abraham Maslow, an American psychologist who came up with the theory of the hierarchy of needs. Maslow (1943) elaborated five levels of the needs of employees including psychological needs, safety needs, security needs, social needs, ego or esteem needs and lastly, self-actualisation needs. According to this theory by Maslow, humans have several needs that motivate them to carry out different activities or work and that their needs are organized in a hierarchy in a manner that psychological needs (which are needs at a lower level) must become satisfied before higher level needs (the social needs) and that these needs can motivate them to work even harder as they increase productivity. The Second motivation theory developed by Frederick Herzberg is known as the hygiene theory or the two-factor theory (Herzberg, 1996). Intrinsic factors or motivators like a drive for advancement and achievement, receiving considerable and caring treatment as well as getting positive recognition. These are all inherent in a job that a person is doing and which he or she enjoys when a task is completed successfully thus causing job satisfaction. The employee is thus motivated to work even harder.

2.2 Motivation Factors

Extrinsic factors or hygiene such as job security, benefits and salary are all external to the task that is completed usually are determined at the firm level. They can result in a lack of employee motivation and dissatisfaction if not available in positive levels. It is argued by Uzonna (2013) that one essential element of the theory of Herzberg is that understanding the needs of employees help management to motivate the current young, technology and knowledge-based, ambitious workers. Because these employees already command jobs which are high-paying, it can be inferred that cash or money rewards do not solely provide enough incentive as their motivator to enhance performance. This thus implies that motivating employees needs organisations to look past monetary rewards. The expectancy theory that was developed by Victor Vroom, is based on the notion that worker effort will cause performance which will result in rewards. Rewards can either be negative or positive. More positive rewards result in highly motivated employees. Otherwise, negative rewards result in less motivated employees to carry out their duties (Vroom, 1964). Porter and Lawler (1968) developed this expectancy theory further. Additionally, there is the equity motivation theory which was formed by Adams at the start of the 1960s (Adams, 1963). This theory suggests that an individual’s motivation is hugely based on what they consider fair as compared to other things (Redmond and Housell, 2015). The theory recognizes that a person’s motivation can become affected by their view of what is fair treatment regarding social exchanges. In comparison to other individuals, people want to be fairly compared particularly in their contribution to the company. An individual’s beliefs concerning fairness and unfairness can influence one’s motivation, behaviour, and attitudes which in turn will impact their subsequent performance. When used at the place of work, the theory of equity concentrates on the job compensation relationship of an employee, the exchange relationship and the attempt which employees make to minimize unfairness which might occur. According to the theory of equity, underpayment inequity causes distress and anger while guilt also occurs as a result of an overpayment (Redmond and Housell, 2015). The last theory is the B.F. Skinner’s theory of reinforcement which states that worker behaviors which result to positive outcomes at the workplace can become repeated while that behavior which leads into negative results will barely be repeated (Skinner, 1953).

A reinforcer can thus be considered an incentive or reward to encourage employees to behave in a certain manner. Reinforcers can either be tangible for instance money or food or they can take intangible forms such as praise or approval. The consequence of an organization is that they should reinforce behaviours which cause positive outcomes as well as discourage behaviours that can result in negative outcomes. Doing so can become achieved through the development and training of staff as well as using other strategies (Skinner, 1953). Most of the theories mentioned above have been empirically tested. For instance, an empirical study conducted on Maslow’s theory of the hierarchy of needs attempted to find out if the needs by Maslow from the American culture could be applied to different cultures. It was found in the empirical study that managers also had such needs and considered the needs important. However, even though such needs may be accepted universally as important, the relevance that is attached to the meeting or satisfying the different needs differs with culture (Haire et al., 1963). A study was done by Velnampy (2007) in which Maslow’s theory of the hierarchy of needs was tested. It revealed that unconsciously or consciously low-level workers in both private and public sector firms in Sri Lanka link more importance to needs that are low level while high-level workers focus more on needs that are high level. In another empirical study by Sajuyigbe et al. (2013), where data were collected from at least 100 workers of carefully selected firms in Ibadan Nigeria revealed that performance bonus, pay, praise and recognition were significantly linked to the performance of organizations. The results supported Herzberg’s theory. Besides monetary or cash rewards, empirical studies and motivation theories attest to the effect of non-cash rewards in employee motivation particularly in high-paying, technology-based jobs. Brown and Armstrong (1999) demonstrated in their survey that non-financial schemes were more popular with technology and knowledge-based companies as well as service and sales firms. An additional survey by Beran (2005) also shown that many companies have put in place at least a single type of non-financial rewards such as employee recognition and productivity that is policy enhanced. Rose and Manley (2005) found that companies which took part in her study and which preferred the use of non-financial rewards also relied upon high-level contact of customers. Other studies using information collected in the UK also confirm the role which non-financial incentives play in motivating employees to cause high productivity. For instance, Vrancic (2015) in the Quarterly McKinsey survey conducted in 2009 of at least 1,047 executives, employees and managers from various UK sectors demonstrate from the views of respondents that non-financial motivators like praise from managers and leadership attention (such as one-on-one conversation) as well as being given a chance to head task forces or projects are effective motivators as compared to cash bonuses, high base pay and stock options (top-three rated financial incentives).

Furthermore, the survey conducted in the UK also demonstrated that the three most important non-financial motivators are crucial in influencing employees to feel their firms value them as well as take seriously their well-being. These motivators also make employees feel that their firms are striving to establish new opportunities which can allow their career growth. According to the survey, such themes constantly recur in many surveys on different ways to engage and motivate employees (Vrancic, 2015). Another research carried out by Ng et al. (2010) on the priorities and expectations which young employees have discovered that these group of employees rated career development opportunities as an extremely desirable job-related feature followed by good co-workers to relate to and lastly good development and training opportunities. According to Ng et al. (2010), pay, job security, and benefits became ranked behind the advancement of careers. Tausif (2012) found out in Pakistan in a research carried out using respondents who were teachers in public schools that in some cases, non-financial rewards were considered important in developing motivation and job satisfaction of employees such as being recognised for the good work done. Similarly, Barton and Delbridge (2006) similarly found employee recognition to be a crucial non-financial reward factor in improving job satisfaction. Another example of non-financial rewards was given by Bull (2005) who concluded in his study that jobs which were challenging enhanced satisfaction of some employees. Another example of non-financial rewards was demonstrated by various universities as well as institutions that are technology related such as Massachusetts Institute of Tech, University of California and the University of Washington, who designed, enacted and maintained worker recognition plans that encourage employees to work hard and increase productivity at their workplace.

In an empirical survey by Griffeth and Gaertner (2001) in which equity theory was tested, a model was created and tested using information collected from at least 192 employees of hospitals. These hospitals employed a structural equation approach that placed the intention of an employee to quit and satisfaction as employee turnover mediators. The researchers used various dimensions of viewed unfairness including pay administration (fairness perception which employees have on how supervisors administer pay rules for promotions and pay increases), pay rules (the fairness of an individual's pay relative to their co-workers as well as the fairness in granting promotions and pay increases), workplace, pay level (or the supervisor fairness in enhancing a fair speed of work and rule administration). The outcome of the study demonstrated that pay administration, pay rules, supervisor satisfaction or work pace were related strongly to employee quit intentions. Other researches testing the theory of equity, for instance, Summers and Hendrix (1991) found a substantial relationship between quit intentions and job satisfaction while Iverson and Roy (1994) who examined the view of employees on various benefits and pay in relation to colleagues found a robust correlation between job satisfaction and pay equity. Staff development and training is also an indispensable motivator at the workplace. In a survey carried out by Aibeivi (2014), where information form 100 non-academic employees from the University of Benin in Nigeria was used to test the effect of development and training on the motivation of employees. The research found a substantial link between motivation and training. Trained employees were found to have more dedication to their jobs as compared to those that did not undergo training. It was also discovered that training led to higher productivity at the workplace as compared to when untrained employees were used in the firms.

2.3 Conclusion

These findings bring us back to the research questions: How is productivity affected by the motivation of employees? The brief discussion above of the empirical evidence and theory shows that it is essential to allow employees to air their views on how to motivate them at the workplace to enhance and increase productivity. Regarding the second research question: How is employee productivity affected by financial rewards? The literature discussed above has demonstrated that there are differences among high level, middle and low employees regarding their needs. It is suggested by literature that in some situations, supervision and monetary rewards are appropriate strategies to encourage workers to perform. On the other hand, some workers do well in an atmosphere that is fair, one which embraces equity, encouragement, and love. Lastly, in other cases, firms must compel or punish their workers before they carry out their duties. Concerning the last research question: How is employee productivity affected by career growth opportunities? Based on the outlined and discussed empirical evidence and theories above, the following literature synthesis is arrived at. First and important is that there is a need for companies to motivate their workers to increase productivity, as well as there, is numerous non-financial and financial strategies which can be used to motivate workers. For instance, employees can be recognised for the good work done by promoting them to higher positions and while in the process of doing this their careers are advanced and they get more motivated to do their work and increase productivity in the company.

CHAPTER THREE RESEARCH METHODOLOGY

3.1 Introduction

In this chapter, the methodology which is applied to the study will be presented. The section elaborates the research approach. It further details the sampling technique and the population selected for the study. The core focus of this research is a fast food outlet known as MacDonald’s. The methods of investigation employed comprise qualitative methods using questionnaires as the method of data collection. The intention was to collect data from members of staff who have not less than six months of experience in the fast food sector to obtain very reliable data. Prior to the distribution of the questionnaire, a pilot survey was done with a smaller number of managers and staff members of the MacDonald's and appropriate corrections were made to create the best questions and enhance validity and reliability of the tool. Semi-structured, open-ended questions were constructed to ascertain the various opinions which the managers and staff members had regarding employee job satisfaction. A high standard of ethics will be used in data collection. A cross-section of the company staff members from every class within the structure of Macdonald's is to be sampled. The workers of the firm are categorised in three main groups. These include the management staff, permanent and contract staff.

3.2The Sample

To have an efficient sampling of various staff groups, 50 staff members will be sampled as follows using convenient sampling.

Convenient sampling is defined by Creswell (2017) as the application of non-probability approaches in choosing participants in a study based on how conveniently they can be reached and how close they are to the researcher. This survey will thus recruit 50 employees from Macdonald's workforce. The sample will be selected accurately to ensure an accurate representation of the whole population. This correct selection follows the recommendation of Ankli and Pallian (2012) who say that even if a sample entails a subset of an entire population, it should be selected accurately ensuring population as a whole is properly represented.

3.3 Resources

The research will use secondary sources consisting of assessment reports of employee performance, institutional reports, and journal articles that are peer-reviewed. The structured questionnaire will collect employee perspectives and opinions regarding motivation and its effect on their performance and productivity. A simple analysis of the survey will be done using percentage analysis, and the results will be presented in pie charts and graphs. The questionnaire will have scale responses. Discovered factors of motivation will become analysed and discussed further.

3.4 Ethical Considerations

Following the advice by Elo and Kyngas (2008), the survey will give high consideration to ethical issues as the research involves human subjects. Therefore, the study will maintain anonymity and privacy. A consent letter will be sent to the intended participants before starting the primary data gathering. This consent letter will inform the participants about the context and scope of the study. They will be needed to sign after getting informed. Additionally, the appropriate authorities will be reached out to beforehand. The authorities will be notified about the timeline of the study, its purpose, and scope.

3.5 Instrumentation

The questionnaire will contain two parts. The first section will collect participants’ bio-data. This first part is intended to acquire data about employment duration, working category, age, and sex. The other section of the used questionnaire will contain dependent variables designed to obtain respondent responses on their familiarity dimension as well as to discover the level to which motivation affects their work and how motivation affects productivity in the company.

The design of the questionnaire will follow the following factors:

Deciding on the data type to be sought

Deciding on the questionnaire type to be used

Formulating the draft questionnaire

Editing the draft questionnaire and identifying the procedure to be followed. Care is to be given to ensure that the collected information is about the effect of motivation on workers’ productivity. This care is to ensure that the questionnaire remains relevant to the main subject under examination and that the participant’s response is the one elicited.

3.6 Data analysis approach

A basic analytical method will be applied in this research. The Chi-Square method will be used in testing a hypothesis regarding observation distribution into categories. A null hypothesis is that the frequencies observed are similar except under the possibility of variation. It is to be noted that different frequencies from the observed frequencies increase the χ2 value. On the other hand, a value χ2=o is obtained when the expected rates are similar to the observed rates. The analysis will test whether the χ2 value is significant statistically against a Chi-Square table of distribution.

Chapter Four Data Presentation, Analysis, And Discussion Of Findings

4.1Introduction

In this chapter, the personal data gathered using the questionnaires are presented, analysed and the findings discussed. The sample constituted of 50 respondents and was distributed into three categories as has been represented in Figure 1 below.

Discussion of the Results

The aim of this study was to investigate the impact of the motivation of the employees' productivity. The study focused on determining the existent of a relationship between motivation factors and the productivity of employees in the organisation. The respondents were categorised using variables consisting of gender, age, and level of education, employment terms, job position and years worked for the organisation. The data generated regarding this categorisation was analysed and presented under the headings in the following section.

Respondents categorisation

Gender

Respondents provided data regarding their gender and the following are the results for this categorisation. 27 of the respondents were female while the rest 23 were male. The following is a representation of this data graphically.

Gender categorisation was vital for this study considering claims that there are gender-based differences in employee motivation. According to Hitka, Kozubíková, Potkány (2018), motivation factors have significant differences that are related to gender. Some of the motivation factors that showed significant differences depending on gender included job security, good working team, and basic salary. Aguinis, Joo, and Gottfredson (2013) also established that different motivational factors have a significant difference in importance between men and women. For example, money was found to be the fifth most important while it was ranked twelfth for women. Further, the study established that while women are motivated by soft factors men were found to be motivated by measurable results such as meeting deadlines, meeting personal goals and success. Smithers (2015) concluded that men and women are influenced differently by different motivation factors. For instance, it was established that men were more motivated by factors with instrumental values like bonuses and salaries. Women, on the other hand, showed that they were motivated by softer factors such as respect, acknowledgment and inter-personal relationships. According to Lăzăroiu (2015), men and women are affected differently by different motivation factors. The following is an outline of how these factors motivate the genders differences.

Age

The respondents were asked to state their gender and the following are the outcome to this question.

It is clear that the respondents were aged between 20 and 50 years with a distribution of 38% aged 20-30 years, 38% aged 31-40 years and 12% aged 41-50%. Of all the respondents involved, none was aged less than 20 years and none was aged above 50 years. This categorisation was vital in the determination of how different motivation factors affect employees of different ages. According to Inceoglu, Segers, and Bartram (2012), there are significant age-related differences in work motivation. It was established that older employees were more motivated by intrinsically rewarding motivation factors while younger employees were more motivated by extrinsically rewarding factors. Catania and Randall (2013) established that employees from different age groups are motivated by different factors. Some of the intrinsic motivation factors considered in this study included individualism, economic wealth and low power distance. The study concluded that workers are more likely to be motivated by intrinsic factors that the extrinsic factors. Also, it was established that there is a negative correlation between age and extrinsic factors but no such correlation was found with intrinsic factors. As a result, Catania and Randall (2013) claimed that this correlation has an influence on the job design, incentive system, training programs, and the reward system.

Level of Education

Respondents were asked to provide data about their highest level of education and the following are the results to this question.

Based on the results above, 96% of the respondents reported that they have at least a BA. The rest 8% reported having education attainment different from the options provided of primary, secondary and diploma. Gathering this data was important for this study as it allowed the examination of how education levels of the employee influence the impact of motivation factors on the employees’ productivity. According to Konrad (2005), workers with lower work qualifications are more motivated by learning and training motivation factors as compared to employees with higher qualifications. The study established that employees with lower qualifications see leaning and training important and useful for better work opportunities, possible advancements, and better working conditions. However, Manninen (2010) observed that while lower qualified employees are more open to learning and training opportunities as compared to highly qualified workers, little motivation is attributed to learning. Also. The availability of future opportunities, support by the employers and the training format are the other factors that affect the impact of learning and work qualification as motivating factors.

Employment terms

The respondents were asked to state their employment terms and all of them reported that their employment was a contract.

Job title and years of work

The study identified that the 50 employees involved in the research and who were from three departments, they had worked in different departments and had worked in the organisation for a different number of years. The respondents were distributed randomly in positions of shift managers, recruitment officers, HR administrators and assistants, restaurant managers and staff coordinators. Also, it was established that the respondents had worked in the respective organisation for between 2 years and 12 years. This categorisation of the respondents was important in this study as it provided information with regard to whether there exists a relationship between work position and motivation or years of work in an organisation and motivation. Govender and Parumasur (2010) identified significant intercorrelations among the dimensions of employee motivation and aspects of job involvement such as job position and job duration. The study established that in a work set up, the workers are responsible for deciding how to respond to work with regard to whether they believe that work is an important activity or it is a small part of them. A direct relationship between economic gain and job involvement was identified in this study. Jon involvement incorporated the guilt about unfinished work and failure to report to work. Job involvement affected the employees stress the importance of work-related material goods, pay, and job security and benefits. Herzberg (2017) established a significant relationship between job satisfaction as an intrinsic motivation factor and job involvement and a sense of duty towards work.

4.4 Job Satisfaction

In the second section of the data gathering process sought to generate information regarding the respondent's job satisfaction. Using Likert Scale respondents were asked to rate their levels of job satisfaction based on different motivation factors. Six questions were asked focusing on factors such as the pay rate, holiday bonuses, monetary rewards, and working facilities and equipment. Out of the 50 respondents, 46 of them reported that they were satisfied and the rest 4 stated that they rated their job satisfaction as neutral. Looking at the extrinsic motivation factors considered, the following table summarises the results by the respondents.

Based on the results in Figure 5 above, the extrinsic motivation factors considered have dominated in employee motivation and gives employees high job satisfaction. Looking at the results, it is clear that 77% of the employees find the pay rate they are currently having as motivating as it contributes significantly to their job satisfaction. On the same note, 15% are uncertain that the pay rate gives them job satisfaction while 8% believe that their pay rate motivates them as it does not give them any job satisfaction. 69% of the respondents strongly agreed that they get job satisfaction from their holiday bonuses, in addition, 15% also agreed while 16% were uncertain. Only 23% of the respondents had a strong believe that monetary rewards provide the employees with job satisfaction, 46%, however, agreed that monetary rewards give them job satisfaction. 15%, however, were uncertain whole 16% disagreed. Lastly, the availability of working facilities and equipment provided a strong influence on job satisfaction for 62% of the respondents. Also, the rest 38% also agreed with the fact.

4.5 Effect of employee motivation on work attitude

The study investigated what the participants thought about how motivation affects the workers' work attitude. To gather information for this investigation, the respondents were provided with a Likert Scale asking their opinion on whether well-motivated employees showed a positive attitude at work. It was established that 77% of the respondents strongly agreed to this fact and the rest 23% agreed too.

4.6 Stress and challenges at work

The study sought to investigate some of the factors that affected the employees' work morale and motivation to extents that affected their ability to execute their job. First, the study focused on the stress caused by the supervisors and senior employees. Respondents were asked whether their supervisors made it expensive for them to execute their work and the following are some of the responses they provided;

Yes, trying to find the best individual to perfectly fit in the organisation when some are better than others. It is my job to recognise this.

Yes, as I need to train individuals and some individuals will take longer than others to understand.

Yes, he expects more from me

Yes, I am in personal records maintenance and have to keep on track of them and manage the HR documents.

Yes. I an always faced with new challenges, projects, and obstacles that come my way from a supervisor. These are made even more challenging by the targets that come with these.

Based on these responses, it is clear that a majority of the employees feel pressured by the supervisors and the senior managers; they expect more from the employees. The respondents show that it is not possible to achieve. According to a majority of the respondents, pressure from the supervisors is a demotivating factor. Leka et al., (2003) pointed out that work pressure and stress leads to deterioration in the employees' work and results. Stress from the manager has an impact on the work atmosphere, therefore, affecting the quality of work and the employees' performance. It is important to note that not all the respondents indicated that they received pressure from their supervisors. One of the response provided about the need for the supervisor to push more for better results at work was as follows; The job is challenging due to the factors associated with targets. However, there are support mechanisms for anyone requiring assistance. To have a respondent representing employees who think that pressure by the supervisors is important for meeting targets generates another work motivation. As Leka et al., (2003) notes, work has an important role in an employees' life. Paid work is important for paying bills and ensuring that the employee survives. However, unpaid work also is important; work shapes people’s identity, give purpose to existence, helps structure time and contributes to the workers’ social status. The pressure is a part of work whether it is paid work or unpaid, but still, people have a limit to what they can handle. Either way, things sometimes just go wrong at work and to avoid failure, employees take in positive pressure in trying to avoid any controllable failure. The study further investigated other causes of work stress that the employees were experiencing in their workplace and the following are some of the responses that were provided.

Yes; when individuals fail to turn up or are late for interviews, it clashes with my other task which is planned for that day.

Only if deadlines are not met due to some any sort of circumstances.

Yes; only when employees are not willing to put their time and effort when training them as it takes up my time too.

Yes; it is a fast paced environment and with constant changes.

All respondents agreed to experience some level of stress in their workplaces. Also, it was observed that all the stress reported was work-related. Employees are worried about meeting daily objectives and one when the day is messed up and the employee fails to meet the objectives for that day, then it interferes with another day's work and the employee feels stressed. Also, the work environment under study was considered fast paced by the respondents. The environment is constantly changed to customise customers’ needs and the workers must learn to adjust as fast as possible to stay efficient. The constant changes are a cause of stress that workers have to constantly deal with. Jarinto (2011) classified work stress as positive or negative and sought to establish the impact both types have on job satisfaction. The study observed that positive stress is a motivation or a challenge that can improve employees’ job satisfaction and also is crucial in decreasing the impact of negative stress. Positive stress is steered by work flexibility where there are no strict rules; employees are given space to focus on their personal performance. With flexibility at work, rules and regulations are not strictly observed leading to lesser stress. Also, a merit system is used to allow performance appraisal but which is based on merit irrespective of an employee’s length of work or age. As a result of positive stress, the focus is placed on the competency of the employees to acquire high performance and job satisfaction. Employees are subjected to positive stress that motivates them with the desire to succeed within a set time. With negative pressure, appraisal and promotion are based on relationships and seniority.

4.7 Motivation factors at the workplace

The study investigated the motivation factors that were in the place of work for the respondents. For easy access to this information, two questions were set; one asked about the motivation factors that were at the workplaces while the other one enquired on what specific factors motivated them.

On the facts question, the following are some of the motivation factors that were highlighted included;

Monetary rewards Recognition bonuses Discount card Meals Rewards Staff bonuses Star rewards Promotion Good pay rate

Regarding specific factors that employees find motivating at their place of work, the following are some of the responses they provided;

My pay and other incentives are the most motivating for me besides extra holidays and occasional bonuses.

Being able to pick individuals that I believe will best fit for a job description, also being appreciated by the team for recruiting the best individuals

Having the team being successful as well as having them pass the health and safety requirements, it shows that our work is effective.

I am motivated by my wage, shift time and achievements

The team of people who play a vital role in assisting me to run the organisation

Based on the two sets of answers, it is clear that the targeted employees have a vast collection of factors of motivation. Looking at the list and the individual motivating factors, employees are motivated by both the intrinsic and extrinsic factors. As Dysvik and Kuvaas (2013) put it, employees are motivated by both intrinsic and extrinsic motivation factors. As such, it is important that the employer identifies specific motivation factors to put in place for the employees. The intrinsic motivation factors comprise of the individual stimuli coming from within. For example, where the worker desires to perform a work task to get a fulfilment of his desires, intrinsic importance is attached to these factors. Extrinsic motivation comprises of motivation stimuli that are coming from the outside. For instance, the desire to complete a work task is controlled by an external source but completing the task is rewarding to the employee. Majority of the factors identified in this study comprised of extrinsic motivation factors and they include monthly awards, bonuses, benefits packages and organised activities.

4.8 The effects of motivation on work performance

The study sought to determine whether there exists a relationship between employee motivation and performance and productivity. To gather information for this, two questions were asked; one asked personal opinions regarding how to work morale affects work attitudes, and the second questions required respondents whether there was a connection between their motivation and work performance. The following are some of the responses to the first question.

My morale is affected by my experience with the crew. When I see the crew being completed my attitude is affected.

How I am spoken to and treated affects my attitude, for example, if I am getting recognition for the hard work I put on.

My interaction with the team affects my morale

How I get treated from and respected from fellow college and higher seniors and managers

Based on these responses, it is clear that the employees care about how they are treated, recognised and spoken to by the colleagues and the seniors and this directly affects their attitudes and morale towards work. The explanations provided above show that besides extrinsic related motivation factors, the intrinsic factors have a critical role in what the employees feel about their work. On the second question, the following are some of the responses that were received;

There is definitely a connection between employee motivation and work performance; if am motivated and happy in my job, my performance will be showing this and productivity levels will be higher and more efficiency from my work.

Yes, motivation is a strong feeling that reinforces behaviour, if individuals are praised and appreciated, the tasks will be done better and improved from before.

Yes, there is a connection because if I am happy in my job, I will perform better.

Motivation is the combination of a person’s desire and energy directed at achieving a goal, so yes there is a connection.

All respondents agreed that there is a connection between employee motivation and work performance. According to the responses provided, employees feel happy when they are motivated and as such, they find a strong desire to do better and as a result, they show efficiency, better performance, and higher productivity. As pointed out by Javed and Javed (2013) motivation is significantly related to job satisfaction, job enrichment and a need for higher achievements. Job satisfaction affects job attitude causing positive feelings towards a job. Tessema, Ready and Embaye (2013) define job satisfaction as "the attitude or internal state that is associated with, a personal feeling of achievement either quantitative or qualitative". As such, job satisfaction is associated with the achievement of a high level of performance and motivation. Gin Choi, Kwon and Kim (2013) concluded that the fulfilment of an employees' work is correlated with positive job satisfaction and such, in work environments, employers should enhance employees’ job satisfaction by motivating them through the recognition of their value. Gul (2015) pointed out that job enrichment, which is a motivational technique that uses motivators such as job recognition, job responsibility, and achievement motivates the employer by giving them control over performance decisions. It stimulates the employees making them perform better, more responsible and therefore attain high productivity. In conclusion, based on the results acquired and explained in this paper, employee motivation has a positive relationship with performance, productivity, and efficiency in an organisation.

CHAPTER FIVE CONCLUSION AND RECOMMENDATIONS

5.1 Conclusion

The purpose of this research was to determine how employee motivation influences productivity in an organisation. The research was guided by three objectives that comprised of the following: (i) To identify the impact of employee motivation on the productivity of employees (ii) To explore the manner in which monetary reward affect employee productivity (iii) To find out how career growth opportunities affect employee motivation. To achieve these research objectives, the study employed for research questions that comprised of;

How is productivity affected by the motivation of employees?

The study identified a positive relationship between employee motivation and productivity. The respondents stated that among other factors that are used in their organisation to give employee motivation include monetary reward, employee bonuses, holiday bonuses, employee recognition, star employee rewards, promotion, good rate pay, and discount card. Asked whether these motivation factors influence their work attitude and morale, all the respondents agreed that when the factors are implemented, they feel more motivated to work. In addition to these extrinsic motivation factors, the respondents also recognised that there are some intrinsic factors such as the desire to complete work in time and to meet the departmental targets. The respondents provided evidence that they feel valued and they achieve job value when they are rewarded, recognised and paid. They find that this affects their morale and work attitude; positive work morale makes the employees set their own targets and goals, therefore, making them more productive.

The motivation was found to be strongly related to the employees' commitment which has a significant impact on the company's productivity. The research also identified that besides positive motivation, employees' productivity is also affected by negative motivation. Pressure and over expectation are the causes of negative motivation that were identified in this study. Another cause of negative motivation include threats to punishment. An organisation with strictly followed rules and regulations resorts to punishment on employees who fail to meet deadlines. Such punishments include cutting down bonuses, increasing shifts, firing and cutting the pay rate. Fear and stress have a negative impact on productivity.

How is employee productivity affected by financial rewards?

This research observed that monetary reward was one of named motivation factor used by the respondents’ company. Asked to rate whether monetary rewards are the only tools that would make an employee do their best at the workplace, the research found out that only 23% strongly agreed. 31% said that they were either uncertain or disagreed. Alarmingly, it was observed that 46% of the respondents agreed. These results are an indication while monetary rewards have a significant positive impact on the employee's performance, it is not entirely the only reward that motivates the employees to do their best but rather just a part of the motivation factors. While money is ranked top as a motivation factor, its necessity is related to the satisfaction of the employees’ basic needs, the study identified that besides money employees want recognition and appreciation.

How is employee productivity affected by career growth opportunities?

The study considered the motivation factor of learning and training to determine whether employees’ productivity is affected by the possibilities of career future opportunities. It was established that if employees think that there is a possibility for future opportunities, they are motivated to take the challenge through training and learning. However, if the employees are not certain that there are many opportunities in the future, they will not be motivated to learn.

Recommendations for Future Research

Considering the findings and conclusions made in this study, and the literature that have been used to support the hypotheses made, it is clear that mainly, the extrinsic factors are considered when determining the impact of motivation on employee productivity and performance. The assumed reason for this inclination is the fact that most extrinsic factors are measurable and can be determined. Little focus has been put on intrinsic factors considering that they are personal and cannot be generalised. This study there recommends further study that will specifically consider how intrinsic motivation affects employees’ productivity.

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