THE INFLUENCE OF MOTIVATION ON PRISON OFFICERS’

PERFORMANCE IN PENAL INSTITUTIONS IN KISUMU

COUNTY, KENYA
 STUDENT’S DECLARATION
I, the undersigned, declare that this is my original work and has not been submitted to any university for
academic credit

Signed: ……………………………. Date:…………………………………..

Name: BY: WILSON TONUI Admission No.: ………………………………

This proposal has been presented for examination with my approval as the appointed supervisor.

Signed: ……………………………. Date:…………………………………..

Name: ………………………………

Signed: ……………………………. Date:…………………………………..

Name: ……………………………

ii
 DEDICATION
I dedicate this project to my family and the University of Nairobi for being supportive
throughout my study. I have acquired a wealth of knowledge during my time at the university.

iii
 ACKNOWLEDGEMENT
I wish to thank The Almighty God for giving me the gift of life to write this work. I wish to
express my gratitude to my supervisors for their professional guidance and motivation that
enabled me compile this proposal. I wish to extend my gratitude to my classmates whose
presence offered me psychological motivation and the need to learn more.

Finally, I thank my family for supporting me throughout my studies at the various levels and
their unconditional love to me is my greatest strength.

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 ABSTRACT
The main purpose of the study is to establish the influence of motivation on prison officers’
performance in penal institutions in Kisumu County, Kenya. the study will be guided by specific
objectives that include; to establish how personal development program influence motivation of
prison officers’ performance in penal institutions, to determine whether working conditions
influence motivation on prison officers’ performance in penal institutions, to find out the effect
of recognition on motivation of prison officers in penal institutions and to establish whether
monetary incentives influence motivation on performance of prison officers in penal institutions
in Kisumu County. To address the research question, the study is to be conducted through a
descriptive survey. Target population is the study population from which the sample is drawn. In
this case it comprise of 5 Officer- In- Charges, 50 senior officers, 200 non-commissioned
officers, 1500 constables (1775), Provincial Prison Commander Nyanza province, Kenya (2014).
The study will be first stratified into homogeneous subgroups of Officer- In –Charges, senior
officers, junior officers; Non Commissioned Officers (NCOs) and Prison Constables (PCs). A
simple random will be conducted among prison constables to come up with representative
sample of respondents. Purposively all the senior officers will be sampled due to their vast
experience in management. This study will use self-administered questionnaires and interview
guides as the research instrument for data collection. The questionnaire will be the main
instrument of the study to be administered to the respondents to gather quantitative data. This
proposal will be submitted to the University of Nairobi for review prior to commencement of
data collection. The data collected from the study will be analyzed using both qualitative and
quantitative analysis, statistical procedures including descriptive statistics and inferential
analysis, chi square will be used to identify the significant relationship between dependent and
independent variables. Data will be presented using descriptive statistics, cross tabulation and
figures.

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 TABLE OF CONTENT
STUDENT’S DECLARATION ..................................................................................................... ii
DEDICATION ............................................................................................................................... iii
ACKNOWLEDGEMENT ............................................................................................................. iv
ABSTRACT .................................................................................................................................... v
TABLE OF CONTENT ................................................................................................................. vi
CHAPTER ONE ............................................................................................................................. 1
INTRODUCTION .......................................................................................................................... 1
1.1. Background of the study ...................................................................................................... 1
1.2. Statement of the problem ..................................................................................................... 3
1.3. Purpose of the study ............................................................................................................. 4
1.4. Objectives of the study ......................................................................................................... 4
1.5. Research questions ........................................................................................................... 5
1.6. Significance of the study ...................................................................................................... 5
1.7. Basic assumption of the study .............................................................................................. 6
1.8. Limitation of the study ......................................................................................................... 6
1.9. Delimitation of the study ...................................................................................................... 6
1.10. Definition of operational terms .......................................................................................... 7
1.11 Organisation of the study .................................................................................................... 8
CHAPTER TWO ............................................................................................................................ 9
LITERATURE REVIEW ............................................................................................................... 9
2.1. Introduction .......................................................................................................................... 9
2.2 Personal development program and motivation of prison officers ....................................... 9
2.3 Working conditions and motivation of prison officers ....................................................... 10
2.4 Recognition and motivation of prison officers .................................................................... 12
2.5 Monetary incentives influence motivation on performance of prison officers ................... 13
2.6 Theoretical framework ........................................................................................................ 14
2.7 Knowledge Gap ................................................................................................................... 15
2.8 Conceptual framework ........................................................................................................ 16
2.9 Summary of literature review .............................................................................................. 18
CHAPTER THREE ...................................................................................................................... 19

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RESEARCH METHODOLOGY.................................................................................................. 19
3.1. Introduction ........................................................................................................................ 19
3.2. Research design .................................................................................................................. 19
3.3. Target population ............................................................................................................... 19
3.4. Sample size and sample selection ...................................................................................... 20
3.5. Research instruments.......................................................................................................... 21
3.6. Validity of the instruments ................................................................................................. 21
3.6.1. Reliability of the instrument ........................................................................................ 22
3.6.2. Piloting testing of the Instrument ................................................................................ 22
3.7. Data collection procedure................................................................................................... 23
3.8. Data Analysis Technique ................................................................................................... 24
3.9. Ethical issues of the study .................................................................................................. 24
REFERENCES ............................................................................................................................. 25
APPENDIX I: QUESTIONAIRE ................................................................................................. 26
APPENDIX II: BUDGET ............................................................................................................. 31
APPENDIX III: TIMEFRAME .................................................................................................... 32

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 CHAPTER ONE

INTRODUCTION
1.1. Background of the study

Employee motivation is one of the policies of managers to increase effectual job management

amongst employees in organizations (Shadare et al, 2009). A motivated employee is responsive

of the definite goals and objectives he/she must achieve, therefore he/she directs its efforts in that

direction. Motivation formulates an organization more successful because provoked employees

are constantly looking for improved practices to do a work, so it is essential for organizations to

persuade motivation of their employees (Kalimullah et al, 2010).

Also motivation is a progression of moving and supporting goal-directed behavior

(Chowdhury.M.S, 2007). It is an internal strength that drives individuals to pull off personal and

organizational goals (Reena et al, 2009).

Many business managers today are not aware of the effects that motivation can have on their

business, and it is therefore important they learn and understand the factors that determine

positive motivation in the workplace. The size of the business is irrelevant: whether you are

trying to get the best out of fifty of your staff or just one, everyone needs some form of

motivation. Motivation is something that is approached differently by different businesses and

the responsibility of its integration lies with all immediate supervisors of staff.

Motivation is concerned with why people do things as well as what drives them to behave in a

particular way. Understanding what motivates individuals is important in the workplace.

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Research suggests that motivated employees are happier at work. They get more satisfaction

from their work, are absent less often, tend to be more loyal and work with more enthusiasm.

The world prison population has grown steadily and substantially in the past decades. Previous

editions of the WPPL show that prison populations have increased in almost three quarters of the

countries listed. For example, prison populations have increased in 64% of countries in Africa,

84% in the Americas, 81% in Asia, 66% in Europe, and 75% in Oceania (Walmsley, 2007:1).

African countries also admit that they fall far short of international standards and therefore held

various workshops over the past decade in different parts of Africa to promote good prison

practice and international standards. Various declarations emanated from these meetings such as

the Kampala Declaration on Prison Conditions in Africa (United Nations, 1997), Kadoma

Declaration on Community Service Orders in Africa (United Nations, 1998), Arusha Declaration

on Good Prison Practice (United Nations, 1999) and Ouagadougou Declaration on Accelerating

Prison and Penal Reform in Africa (United Nations, 1999).

The Kenya Prisons was established through circular No 1 of March 18, 1911 issued by the

prisons board of the colonial government. The control of prisons then was vested in the prisons

board, which reported to the inspector-General of police. At that time there were 30 penal

institutions in Kenya with 319 personnel members drawn from the police force, with an inmate

population of 6559. The purpose of prison was to deter offenders and prisoners were subjected to

hard labour such as digging and filling holes, quarrying and stone dressing, working on farms

belonging to European farmers and construction of Kenya-Uganda railway (R.O.K, 2013). The

first training of prison officers started in 1938 and in 1961 a programme of training prisoners was

introduced. Between 1963 and 1970, there was a major departmental orientation in the

2
correctional philosophy and procedures, in order to cope with rapid social and cultural changes.

Many outdated practices and facilities were abandoned. Gradually, more attention was placed on

effective training programmes and the recruitment of qualified personnel members at all levels

(R.O.K, 2012). The Kenya Prisons Service is a department in the Ministry of Interior and

Coordination of National Government. The department is headed by the Commissioner General

of Prisons, deputized by a senior deputy commissioner General of prisons 1, and senior deputy

commissioner General of prisons 2. The department is currently divided into ten directorates

which are , Personnel and administration, Operations, Legal affairs research/ statistics, planning

and development, rehabilitation and welfare, prisons enterprises, prisons health services, gender,

NGO coordination and sports, Inspection and Complaints, and commandant prisons staff training

college.

The premeditated role of the Kenya Prison Service in stimulating effective security in our society

and enhancing good governance has created the need for absolute commitment and devotion

there are various factors that are responsible for the effectiveness, therefore this study seeks to

establish the influence of motivation on prison officers’ performance in penal institutions in

Kisumu County, Kenya.

1.2. Statement of the problem

In overcrowded prisons staffs are overworked, their quality of work decreases and the

effectiveness to implement new policies and procedures is reduced. The classification and

management of inmates becomes difficult. The security risk increases because the breach of

prison rules and regulations is high, gangs are formed and the possibility of physical abuse and

violence increases. The unfair distribution of favours and corruption creep in. Correctional

officials and inmates are exposed to unhealthy conditions where chances of contracting diseases

3
are increased. The correctional officer’s job, known for its extreme psychological demands, and

potential for physical altercations within a constrained, overcrowded environment, makes the

officer subjective to some of the highest levels of job stress. These officers, who interact daily

with inmates, have very little personal control over their work environment, yet are required to

maintain professional relationships with inmates, while being alert to the possibility of assault

against themselves, other staff, or inmates. This create the need to establish weaknesses in penal

institutions and determine the points of interventions and the magnitude of efforts required to

attain optimum efficacy and effectiveness in rehabilitation through prison officers’ performance

which is correlated to their motivation. The role of motivation is a key component in promoting

the ability of prison officers to function effectively towards the realization of earlier stated roles

which still remain a challenge due to dynamism of society thus crime, criminals, laws and

policies. This study will be taken in Kisumu County where recidivism rate is seen to be rising

hence questioning the efficacy and effectiveness of rehabilitation, reformation and re- integration

programmes administered by correctional institutions as well as the officers administering the

service.

1.3. Purpose of the study

The purpose of this study is to establish the influence of motivation on prison officers’

performance in penal institutions in Kisumu County, Kenya.

1.4. Objectives of the study

1. To establish how personal development programme influence motivation of prison

officers’ performance in penal institutions in Kisumu County

2. To determine whether working conditions influence motivation on prison officers’

performance in penal institutions in Kisumu County

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 3. To find out the effect of recognition on motivation of prison officers in penal institutions

in Kisumu County

4. To establish whether monetary incentives influence motivation on performance of prison

officers in penal institutions in Kisumu County

1.5. Research questions

This study will therefore be guided by the following research questions;

1. How does personal development programme influence motivation o prison officers’

performance in penal institutions in Kisumu County?

2. What is the effect of working conditions on motivation of prison officers’ performance in

penal institutions in Kisumu County?

3. How does recognition influence motivation on performance of prison officers in penal

institutions in Kisumu County?

4. How does a monetary incentive influence motivation of prison officers’ performance in

penal institutions in Kisumu County?

1.6. Significance of the study

Correctional service has been identified as the key successful social development and security

enhancement agency. It therefore highlights the influence of motivating factors on the

performance of prison officers in rehabilitation, management and re-integration of offenders. The

findings and recommendations of this study can be used by the management of Kenya Prison

Service as well as other security and correctional agencies to improve and maintain the

performance of their officers, through formulation of policies and/ or strategies to alleviate the

challenges inhibiting the output of correctional officers, the correctional agencies will also be

able to identify strategies that help improve the morale of their staffs, help identify the

5
equipments and facilities that make work easier and interesting for prison officers to improving

the process of rehabilitation and reformation.

1.7. Basic assumption of the study

1. Kisumu County is a creation of the new constitution and will remain as is geographically so as

to enable data collection as planned;

2. The study assumes that the questionnaires will be distributed to the respondents who will fill

and submit back to the researcher;

3. The study also assumes that prison officers are literate and that will respond to the

questionnaires.

1.8. Limitation of the study

The study is focused on prison officers in penal institutions in Kisumu County only whilst there

are about 103 penal institutions in the country which will not be covered due to limited resources

such as time and finances. The study will be limited to the responses received from the

respondents, as there is no guarantee that the sampled population will return the questionnaires.

This will be addressed by making follow-ups with the respondents to ensure that the return rate is

high.

1.9. Delimitation of the study

The study will be carried out in Kisumu City within Kisumu County in the Republic of Kenya.

Kisumu County covers an area of 2,085.9km2 of land and 567km2 of water mass. There are

seven sub-county administrative areas within Kisumu County, namely Seme, Kisumu West,

Kisumu East, Kisumu Central, Nyando, Nyakach and Muhoroni. Kisumu City, is the area which

6
was previously Kisumu Municipality and covers Kisumu Central, Kisumu East and parts of

Kisumu West sub-counties.

The study will be delimited to the Kenya Prison Service in Kisumu County, where the influence

of motivation on performance of prison officers in correctional institutions will be investigated,

there are two maximum/main prisons, three medium prisons one being a women facility with

staff strength of 1775 officers. To solicit responses from a varied team of respondents in the

prison service, questionnaires and in-depth interviews will be the ideal data collection

instrument. Thus the study will be delimited further by the data collection instrument to be

employed.

1.10. Definition of operational terms

Motivation: Refers to physiological, intellectual, and emotional

processes that combine to determine how a person

will handle a situation in terms of strength and

psychological energy.

Monetary incentives: Refers to the financial incentives such as

allowances, compensations, stipend and per diem

Performance: Refers to the accomplishment of the pre-determined

organizational and individual goals and objectives

Personal Development programme: Refers to programmes for improvement in

knowledge, skills, attitudes and self-esteem the

prison officer’s gain through training, career

development and working experience.

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Respect and Recognition: Refers to the value and social standing of prison

officers in their communities, manifested through

respect, certificates of recognition, honours and

awards.

1.11 Organisation of the study

The proposal is arranged in three chapters. First, chapter one comprising of introduction to the

study which include the background of the study, statement of the problem, purpose of the study,

objectives of the study, research questions, limitations of the study, delimitation of the study,

basic assumptions and organization of the study. Chapter two reviewed literature related to the

study. Chapter three describes the research methodology to be used in conducting research

regarding to the study. It comprise of the research design, target population, sample selection and

sample size, research instruments, validity of the instruments, reliability of the instruments and

data collection procedures and data analysis techniques.

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 CHAPTER TWO

LITERATURE REVIEW
2.1. Introduction

This chapter explores the literature relating to influence of motivation on performance of prison

officers in penal institutions in Kisumu County. The literature review will be done in accordance

with objectives and research questions that guide the study.

2.2 Personal development program and motivation of prison officers

Prison officers undergo several problems and inconveniences which include and not limited to;

absenteeism, alcoholism, escapes, trafficking, negligence of duty and accidents/misuse of arms.

Absenteeism refers to habitual absence from work; it involves the problem of employees taking

short term, unauthorized leave from work which often results in loss of productivity and

increased cost of production. It is one of the major management problems faced by both

traditional and modern organizations with varied implications on business firms in which the

main direct and indirect influence is income. However the problem is especially difficult in penal

institutions in which absenteeism causes additional damage beyond the economic and strongly

affects the institutions general existence (Getchell et.al 1992).

According to Adirondack (1998), personal growth and development is the reason why people

work basically to gather experience. He argues that people need to learn and use new skills, gain

confidence, build self esteem as well as gain extensive control of knowledge through experience

which is not on offer as course in any institution of learning. In many occasions it is personal

development programs that give confidence to the employees to deliver, they have certainty and

confidence that whatever they execute cannot go wrong.

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Many dissatisfied employee have higher probability of engaging in alcohol abuse and

alcoholism, alcoholism is a disease in which people have an overwhelming desire for mental and

physical effects of drinking alcoholic beverages; alcohol abuse is drinking that causes problems

but does not meet the formal definition of alcoholism, Getchell et.al (1992). It begets laziness,

frustrations, absenteeism and negligence of duties among correctional officers.

Negligence of duties in most cases leads to accidents/disasters such as trafficking, deaths and

escapes in penal institutions. Negligence is defined as the failure to give enough care or attention

to a particular task, where in prison context entails; losing sight of a prisoner, not executing

given orders, sleeping on duty and performing lawful acts improperly (Hartle and Baker, 2002).It

is therefore important to be alert and security minded in order to avoid such incidences- this can

only happen with motivated employees. It is also important to note that a de motivated officer

can hardly rehabilitate and reform an individual instead they will collude and traffic together

contrabands such as cigars, bhang, mobile phones and heroin into penal institutions which

worsen the situation and even beat the logic of cutting off the criminals from the networks,

intoxication and other pleasures and privileges which ordinary citizens enjoy. These employees

engage in this as part time job for an extra coin due to poor remuneration that is they are easily

lewd into these cartels with expectancy that they will get much money in essence expectancy

theory is acting in reverse.

2.3 Working conditions and motivation of prison officers

Motivation may be defined as the complex of force inspiring a person at work to willingly use

his capacities for accomplishment of certain individual or organizational goals. It is something

that impels a person into action and continues with enthusiasm (Saleemi 2010). According to

Hyde et.al (2005) working environment have influence on the performance and the number of

10
hours worked is a key factor in prison officers perception of the quality of their working lives

and a reduction does not necessarily always motivate.

Feeling of unsatisfied need causes tension and an individual takes action [drive] to reduce this

tension when the need is satisfied, tension is removed and the person feels inspired to work in a

particular direction/manner which in turn results in revaluation of situation and the birth of new

needs. It is further described by Saleemi as the anticipated values from a given cause of action

and the perceived probability that the action will lead to these values. These anticipated value is

known as ’valence’ and it reflects the strength of a person’s preference for an outcome in relation

to others. The perceived probability is called ‘expectancy’ and it refers to the strength of belief

that a particular action will result in the desired outcome.

Motivation plays a crucial role in determining the level of performance. ”Poorly motivated

individuals can nullify the soundest organization,” said Allen. By satisfying human needs

motivation helps in increasing productivity; better utilization of resources; lower costs and is

always goal directed. The higher the level of motivation, the greater the degree of goal

accomplishment, this implies high level of performance (Saleemi, 2010). High performance is

achieved well by motivated employees who are well prepared to exercise discretionary effort,

staffs are motivated when they expect a course of action is likely to lead to the attainment of a

goal and a valued reward that satisfy their needs and wants. Motivation can either be intrinsic in

which self generated factors influence peoples behaviour or extrinsic in which things are done to

people to motivate them (Armstrong, 2009).

According to Aswathappa (2008), categories of indicators of performance are trait based,

behaviour based or result based. Traits are abstract properties of individuals that cannot be

11
generally observed but can be inferred from the behaviours; behaviour is based on what a person

does and is very important, lastly result based performance measures the outcome. Employees

are motivated by both intrinsic and extrinsic rewards (Pynes 2004), while monetary incentives

appear important motivator, many factors unrelated to money can also serve as encouragers of

action and they include; the need motives of power, affiliation and recognition (Mamoria et.al.

2011). A survey of 80 teaching staffs at Egyptian private universities, Khalifa and Truong

(2009), found that perception of equity was directly related to job satisfaction. Though

improving working conditions would not lead to improvement in employees’ job satisfaction it

suggests that there is intrinsic factors that motivate workers to perform.

2.4 Recognition and motivation of prison officers

Motivation is a process in which people choose between alternative forms of behavior in order to

achieve personal goals. Such definition excludes the operation of instinctive or reflex behavior

and focuses on individual choices. Excising choice is not just a rational process, but one which is

considerably affected by the emotions and deeply held values of individuals. The goal sought by

individual can be relatively tangible such as monetary rewards, promotions or intangible such as

self-esteem or job satisfaction (Cole, 2002). According to Luthans (2008), people are motivated

by status. He defined status as the relative ranking that a person holds in a group, organization or

society. The prestige or status motive is especially relevant in dynamic organizations with

individuals who are motivated by the desire for higher in the community. Estmond and Dunlop

(2004) in Western Australia identified recognition as an important motivation to employees; they

concluded that there is need for recognition and reinforcement by managers in all organizations.

They also found out that a major reason for employee turnover in an organization was that they

did not feel appreciated and thus it was paramount to recognize employees in order to maintain

12
their commitment and performance. Research done by Dielman, Cuong, Anh and Martineau

(2003) the community in the study site did not appreciate and respect their health workers.

Opportunities for community feedback were provided through suggestion boxes in each facility

but they were rarely used, during group discussion people mentioned ways to show their

appreciation through inviting health workers to participate in community activities, by

participating in educational campaigns feedback from community was for both district and

community health workers the second most important motivating factor. The study concluded

that to achieve better motivation attention should be paid to the incentives that focus on sharing

appreciation and respect.

2.5 Monetary incentives influence motivation on performance of prison officers

Behavioral scientist tend to downplay money as a motivator they tend to emphasize the

importance of challenging job, participative decision making, feedback, recognition, cohesive

work teams and other non-monetary factors. However according to Robbins, Judge, Millet and

Waters- Marsh (2008), money is the critical incentives, money is a motivator to the extent that it

is seen as being able to satisfy an individual’s personal goals and being seen as dependent on

performance criteria. For salaried employees pay is often seen as a primary outcome against

which inputs are compared to determine fair treatment. The main pragmatic advantage to cash

incentives is the apparently lower attrition rate among employees, a study by Jabuya (2010) on

influence of motivation of teachers’ performance in secondary schools in Uriri District, Kenya

found out that 59.56% of 136 respondents disagreed that they were receiving reward for better

work which discouraged them to perform better; while 28.68% agreed that rewards for better

work done was given and these motivated the to perform. This study seeks to establish if

monetary incentives monetary also motivate prison officers to perform. Opole (2010) on

13
effectiveness of community health workers in the implementation of Center for Disease Control

and Prevention Projects in Karemo Division, Siaya District, Kenya found out that 49.59% of

CHWs ranked monetary benefit as the first strategy that they recommend to motivate them and

annual retreat second at 34.15%, it recommended that CHWs should be given monetary

incentives; financial benefits and annual retreats to make them effective in their service delivery.

It sought to determine the effect of monetary incentives as a component of motivation on

performance of volunteer workers in CDDCs.

2.6 Theoretical framework

This study is guided by expectancy theory of motivation though not solely, it can bring about a

better understanding of behavior and attitudes of prison officers/employees in penal institutions

in Kisumu County and the factors that influence those behaviours and attitudes. The theory was

developed by Victor Vroom in 1964 and later extended by Porter and Lawler in 1968. It explains

the determinants of workplace behaviour and attitudes (Drafke and Kossen, 1998). It states as

follows; managers and business owners have been thinking about how to motivate their

employees and get the most out of them in terms of productivity, making the question of what

motivates as old as the concept of having employees itself.

Despite passage of time the question still remains an unanswered thus calling for Expectancy

theory to guide this study in trying to understand motivation at workplace better. It states that

employee motivation is as a result of how much a person wants a reward (valence), the estimate

that the probability that the effort will result in the expected performance (expectancy), and

believe that the performance will result in the reward (instrumentality), that is workers believe

they will be rewarded for their input/efforts and the level of input is based on the expected

reward. Expectancy theory constantly work for any organization that has employees, who report

14
to/for duties for they expect to be paid despite having or not having interest in the type of work

they are engaged in. for employees enjoying work is another benefit thus making them take

options that are available and their likelihood of achieving beneficial output is more feasible.

This therefore determines how much energy and motivation they are going to spend in achieving

or attaining given objectives, therefore we must structure our motivation programmes so that

they encourage high productivity.

From expectancy theory it is clear that prison officers will be motivated only to the extent that

they expect high levels of efforts to be reflected in high levels of performance, if the prison

officers do not believe that their performance will be rewarded then this will affect their

motivation negatively but if they believe a high valence of outcomes the they will be highly

motivated, (Steyn, 2002). Wool folk (2001) added that if one of the factors is absent the

motivation will be zero. The strength of Vroom’s theory is also its weakness, his assumptions

that perception of value vary among individuals at different times and in various places appear to

fit real life more accurately. It proposes that for motivation of employees to take place the

following must be observed; recognize individual differences; match people to job; use goals

individualize rewards; link reward to performance; check the system for equity and do not ignore

monetary incentives.

2.7 Knowledge Gap

In the continued effort of literature search, no study was found that had been done on motivation

or performance of prison officers in Kisumu County, This study is aimed at evaluating the

effects/influence of motivation on performance of prison officers as regard the following

components of motivation: personal development programmes/ training and capacity building,

respect and recognition, monetary incentives, promotion, working condition and environment,

15
living conditions with respect to their performance in penal institutions. The recommendations

communicate to the government of Kenya – Kenya Prison Service and other agencies on the

importance of motivation on the improvement of performance of prison officers/correctional

officers

2.8 Conceptual framework

Independent variables

COMPONENTS OF MOTIVATION

Personal Development
Programme/ Training and
Capacity Building/
promotion Intervening variables Dependent
variable

Respect and Recognition

- Attitude to
work
- Government
policies and Performance
Monetary incentives administration; of Prison
Treaties, officers
Benefits etc
constitution,
Acts of
parliament,
charters e.t.c.

Living / working
conditions and
environment,

16
Fig; 2.1: a conceptual framework, source; Researchers’ own work

This study is intended to describe how performance of prison officers in penal institutions in

Kisumu County is influenced by motivation. The components of motivation are personal

development programme/ training and capacity building; which includes seminars, workshops,

development courses, endurance courses leadership and management courses, decision making,

policy formulation and implementation and many others depending in the rank/position occupied

by the employee/prison officer , respect and recognition; which includes commendations say by

head of state, recommendations by seniors, praise by seniors/peers, respect from

peers/seniors/communities/clients, monetary incentives such as risk allowances, escort

allowances, lunch allowance, special duty allowance, promotion from one lower rank/position to

a higher rank/position, living and working condition as well as environment; which include

better housing/house allowance, better pay, modern facilities e.g. guns, restraint equipments,

modern prisons, it is important to note that motivation increases performance while de-

motivation decreases performance of an employee. Intervening variables on the other hand are

Attitude to work, Government policies and administration which includes and not limited to

Treaties, constitution, Acts of parliament, charters, standing orders (both National and station)

and commissioner general’s directives. These variables catalyze or inhibit motivation and hence

performance of prison officers.

17
2.9 Summary of literature review

In general individuals choose between alternative forms of behaviour to achieve both individual

and organizational goals and objectives, they are motivated to pursue these goals only if they

expect to contribute to satisfaction of their needs and wants. They include and are not limited to

personal growth and development, respect and recognition as well as monetary reward; it is also

important to note that high performance is achieved by well-motivated employees; they are also

motivated by the desire to achieve/attain high status and prestige in the community (Steyn,

2002).

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 CHAPTER THREE

RESEARCH METHODOLOGY
3.1. Introduction

This chapter describes the methodology to be used in conducting the research, procedures and

modalities of data collection. It covers study area, research design, determination and

identification of the population sample size, sampling design, sampling procedure, the

instruments, source of data, method of collecting data and methods of analyzing data.

3.2. Research design

According to Orodho, (2003), a research design is a plan that is used to generate answers to

research problems. To address the research question regarding to this study, the study is to be

conducted through a descriptive survey. Descriptive survey is used because of it is convenient

and enable data collection to be faster, enable questions to be asked personally in an interview or

impersonal through a questionnaire about thinks which could not be observed easily. Kerlinger,

(1996) points out that descriptive studies are not only restricted to facts finding, but involves

measurements, classification, analysis and interpretation of data. It entails collecting information

by interviewing or administering questionnaires to a sample of individuals (Dooley, 2001).

3.3. Target population

Target population is the study population from which the sample is drawn. In this case it

comprise of 5 Officer- In- Charges, 50 senior officers, 200 non-commissioned officers, 1500

constables (1775), Provincial Prison Commander Nyanza province, Kenya (2014).

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 Study population Target population Sample Population

Officer In Charge 5 5

Senior officers 50 44

Non Commissioned officers 200 132

Prison Constables 1500 306

Total 1775 487

Table 3.1; Sample Distribution Table

3.4. Sample size and sample selection

According to Taylor, et.al (2008), a sample is a finite part of a statistical population whose

properties are studied in order to gain information about the whole. Kombo and Orodho, (2002)

defined sampling as a process of selecting a number of individuals or objects from the target

population. To act as a representative of the characteristics found in the entire group or

population. Random sampling refers to a process of selecting a number of subjects from a

population in such a way that characteristic of each of the units of the sample approximates the

broad characteristic inherent in the total population, Dooley, (2001).

The study will be first stratified into homogeneous subgroups of Officer- In –Charges, senior

officers, junior officers; Non Commissioned Officers (NCOs) and Prison Constables (PCs). A

simple random will be conducted among prison constables to come up with representative

sample of respondents. Purposively all the senior officers will be sampled due to their vast

experience in management.

20
3.5. Research instruments

This study will use self-administered questionnaires and interview guides as the research

instrument for data collection. The questionnaire will be the main instrument of the study to be

administered to the respondents to gather quantitative data. The researcher prefers to use this

method because of its ability to solicit information from respondents within a short time as

supported by Gupta, (2009). Moreover, respondents will be given time to consult records so that

sensitive questions could be truthfully answered as supported by Floyd, (2003). Likert scale

questionnaires will be administered, this is because they are easier to analyze since they are in an

immediate usable form and again each item will be followed by alternative score.

3.5.1 Interview Guide

Interviews will be designed in such a way that more specific and truthful answers that relate to

the study topic will be realized. Interviews are preferred because according to Gupta (2009), they

give an opportunity to probe detailed information on an issue. Interviews will make it possible to

obtain data required to meet specific objectives of the study. Interviews are more flexible than

questionnaires because the interviewer can adapt to the situation and get as much information as

possible. This category will yield crucial data on the influence of motivation on prison officers’

performance, interview guides will be administered to all senior officers.

3.6. Validity of the instruments

Validity refers to process of ascertaining the degree to which the test measures and what it

purports to be measuring. Content validity of the instrument will be ascertained through peer

review and scrutiny by research experts, comprising of my supervisors, to ensure that the content

in the questionnaire are appropriate and relevant to the study. Kothari (2004) defines validity as

21
the degree to which an instrument measures what it is supposed to measure. Expert opinion will

be sought to check the content and format of the research instrument. According to Sekaran

(2006), a panel of judges can attest to the content validity of the instrument.

3.6.1. Reliability of the instrument

Reliability refers to the consistency of a measure. A test is considered reliable if we get the same

result repeatedly. To ensure quality assurance of data collected, research assistants will be

trained for two days prior to data collection. According to Kothari (2004), a measuring

instrument is reliable if it provides consistent results. This means that the instrument should give

the same results if administered repeatedly. This study will use internal consistency technique to

ensure reliability. Mugenda and Mugenda (2003) states that in this approach, a score obtained in

one item is correlated with scores obtained from other items in the instrument. Cronbach’s

coefficient alpha (KR20) is then computed to determine how items correlate among themselves.

The formula is as follows:-

KR20 = k ( S2 - Σ S2 )

S2 ( k – 1 )

Where k = Number of items used to measure the concept

S2 = Variance of all scores

2
S = Variance of individual items

Sekaran (2006) observes that the closer the reliability coefficient gets to 1.0, the better, and

further that in general, reliabilities less than 0.60 are considered to be poor, those in the range of

0.70 acceptable, and those over 0.80 good.

3.6.2. Piloting testing of the Instrument

22
A pilot study of the instrument will be conducted at the nearby Kakamega County. Kakamega

County Prison is chosen for the study as the town is only 48km from Kisumu City and was the

provincial headquarters for the former western province, similar to Kisumu, which was the

provincial headquarters for the former Nyanza province. It is thus believed that the situation

facing the Prison service in the two areas could be similar. Mugenda and Mugenda (2003) states

that procedures used in pretesting the questionnaire should be identical to those which will be

used during the actual data collection. The total number of questionnaires to be used for the pilot

study will thus be 10. Follow-ups will be made with the groups to ensure that the questionnaires

are filled and returned within one week. The subjects will be encouraged to make comments and

suggestions concerning the instructions, clarity of questions and their relevance (Mugenda and

Mugenda, 2003). Any deficiencies in the questionnaire, revealed by the pilot study, will be

corrected prior to conducting the actual study.

3.7. Data collection procedure

This proposal will be submitted to the University of Nairobi for review prior to commencement

of data collection. A letter of introduction will be sought from the University of Nairobi, upon

acceptance of the proposal, and thereafter authorization sought from the National Commission

for Science, Technology and Innovation (NACOSTI) for issuance of a research permit. The

researcher will also seek permission and authority from the Ministry of Home Affairs- Kenya

Prisons Service department before collecting data. The researcher will be in liaison with the

Provincial Prisons Commander (PPC) Nyanza Province- exist as per the constitution before

visiting the stations/respondents and issuing questionnaires as required by the law, the researcher

will explain the purpose of the study and how to respond to questions which will be followed by

administration of questionnaires and hence data collection.

23
3.8. Data Analysis Technique

The data collected from the study will be analyzed using both qualitative and quantitative

analysis, statistical procedures including descriptive statistics and inferential analysis, chi square

will be used to identify the significant relationship between dependent and independent

variables. Data will be presented using descriptive statistics, cross tabulation and figures.

3.9. Ethical issues of the study

The researcher will seek permission from relevant authorities before commencing the study, the

respondents will be assured that the study is only meant for academic purpose and their response

would be treated with utmost anonymity and confidentiality; there will be no use of names and

addresses in the final report, stores or categorization of information protecting the participant in

any trace back of information unless permission is granted to do so. The process of collecting;

analyzing and interpretation of data will be done in a way that will respect the rights of the

respondents. The data collected shall be accorded the necessary confidentiality and security

taking into account the facts that the researcher will be responsible for protecting all data

collected within the scope as stipulated by Data Protection Act 1998.

24
 REFERENCES

Babbie, E. 2010. The practice of social research. 12th ed. California,

Bell, J. (1999). Doing your research project: a guide for first-time researchers in education and
social science(3rd Ed.). Buckingham; Philadelphia: Open University Press.

George Elton Mayo (1933). .The Human Problems of an Industrial Civilisation New York,
South Australia.

Gill & Johnson (2001) Research Methods for Manager s 4th edition. Britain.

Gregor,McD. (1999). The Human side of Enterprise. New York: Hill Book Company.

Greenberg, J. & Baron,R. A. (2003). Behavior in Organizations, 8th edition, Prentice Hall.
New Jersey.

Herzberg, T. (2000). Job satisfaction and employee performance. 8th Edition. Oxford: Oxford
University

Joppe, M. (2000).The Research Process.Professor in the School of Hospitality and Tourism

Management.

Maslow, A. (1970). Motivation and Personality. New York: Harper & Row.

McClelland, D.C. (1971). Assessing Human Motivation. Morristown, NJ: General LearningPress.

Saunders, M., Lewis, P. and Thornhill, A. (2007). Researchmethods for business students.4thed.
London: Prentice Hall.

Taylor F.w. (1911).The Principles of Scientific Management New York, NY, US

Watt, J.H. & van den Berg, S.A. (1995). Principles of research design (pp. 241-263). Boston.

25
 APPENDIX I: QUESTIONAIRE
SECTION A: Background information

Tick or write answers in full where applicable.

1. Gender

a) Male b) Female

2. Marital status:

a) Single b) Married c) Widow(er) d) Divorced

3. Age bracket (years)

a) 11-20 b) 21-30 c) 31-40 d) 40 and above

4. Highest level of education attained

a) Degree b) pursuing degree c) Diploma d) Certificate

5. When did you join Prison service

a) 5 year back b) 6-10years back c) 10-15years back d) more than 15years

SECTION B: PERSONAL DEVELOPMENT PROGRAMME INFLUENCE

MOTIVATION OF PRISON OFFICERS’ PERFORMANCE IN PENAL INSTITUTIONS

IN KISUMU COUNTY

On a scale of 1-5, tick in the appropriate box on how you strongly agree or disagree with the

statements given.

Scale 1 2 3 4 5

26
 Strongly Agree Not sure Disagree Strongly
agree Disagree

Statement 1 2 3 4 5

1. The wages and salaries paid motivate me.

2. Penal institution pays its workers according to the amount of

work done.

3. Penal institution provides fringe benefits to all its employees.

4. When employees meet the set targets they are paid a bonus.

5. Penal institution provides training to its employees most of the

times.

6. To prevent boredom, Penal institution rotates its employees

within the organization.
7. I have participated in the decision making of Penal institution

8. Am given sense of responsibility at my work place.

9. When an employee performs well consistently, they are

promoted.
10. I have good inter-personal relationship with my superiors

11. Suggest ways that Penal institutions should use to improve on your motivation levels.

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………

SECTION C: WORKING CONDITIONS AND THE MOTIVATION ON PRISON

OFFICERS’ PERFORMANCE IN PENAL INSTITUTIONS IN KISUMU COUNTY

On the scale of 1-5, tick in the appropriate box on how you strongly agree or disagree with

the statements given.

27
Statement 1 2 3 4 5

1. Motivation is the most important factor in employee.

performance
2. Goal clarity among the employees helps to improve their
performance
3. Work conditions can greatly improve one’s performance

4. To achieve any goal, an employee must be flexible and suitable

for the job
5. Knowledge of the structure helps an employee to know what to
do in given situations and hence improve his/her performance
6. Feedback is key in the improvement of an individual’s
performance
7. The use of modern technology triggers performance of
employees
8. Ability, training and experience improve an individual’s
capability to perform
9. A feeling of acceptance by the employee may improve his/her
performance

SECTION D: RECOGNITION ON MOTIVATION OF PRISON OFFICERS IN PENAL

INSTITUTIONS IN KISUMU COUNTY

On the scale of 1-5, tick in the appropriate box on how you strongly agree or disagree with

the statement given.

Statement 1 2 3 4 5

1. Good wages and salaries will impact employees to perform at their

peak.
2. Recognition will impact employees to perform at their peak.

3.Training and development will impact employees to perform at their

peak
4. Involvement will impact employees to perform at their peak.
5. Reward will impact employee to perform at their peak.

28
6. Good communication will impact employees to perform at their
peak.
7. Bonuses will impact employees to perform at their peak.

8. Which is the greatest motivator which will impact you to perform at your peak?

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………

SECTION F: MONETARY INCENTIVES INFLUENCE MOTIVATION ON

PERFORMANCE OF PRISON OFFICERS IN PENAL INSTITUTIONS IN KISUMU

COUNTY

On the scale of 1-5, tick in the appropriate box on how you strongly agree or disagree with
the statement given.
Statement 1 2 3 4 5

A monetary incentive is an extrinsic motivator and presents a link

between performance and pay
monetary incentives have positive influences on all of these
components if people believe that an increase in cognitive
resources devoted to the task
My organisation provide fair promotion opportunities

Bonuses should not be part of the company policy

My boss recognizes the extra effort I put at work

Rewards should be based on performance

Thank you for the co-operation

29
30
 APPENDIX II: BUDGET
ITEM KSH

Typing and Printing 2,500

Stationery 2,000

Photocopy and binding 1,500

Miscellaneous 1,000

Total 7,000

31
 APPENDIX III: TIMEFRAME
SEP OCT NOV DEC

Proposal
preparations
Selection of data &
preparation of
instruments
Submitting research
proposal
Data collection and
analysis
Report sampling and
submission

32