The Effect of Motivation On Employee Performance 2022
The Effect of Motivation On Employee Performance 2022
The Effect of Motivation On Employee Performance 2022
September 2022
Acknowledgment
my gratitude goes to the almighty god, my friends and my mentors in all things who saw
me through thick and thin during the writing of this work.
I am also grateful to Mr. Ibrahim the head of the laibarary department in ubaya binu ka’ab
school and Mr. abdirahim omer teacher in Ubaya binu ka’ab school who assisted in the
distribution and collection of the questionnaire.
I owe this work to my supervisors, whose comments, directions and encouragement gave
me the zeal and inspiration to complete this work no matter the odds. I do appreciate his
kindness, friendship, understanding, patience, and unrelenting support.
special thanks also go to Mr. Mustafa alabari , director of Ubaya Binu ka’ab school who
led me to the school management team for their permission and approval for the administration
of the questionnaire.
finally i would like to thank all my lecturers whose mentorship has been of immense help
to me and extend my sincere gratitude to all those who helped in diverse ways to make this
work a success.
I
Dedication
I dedicate this work to the almighty god for his marvelous grace granted unto me during
the period of my studies. Also to my parents, my colleagues and loved ones through whose
sacrifice, support and encouragement I have come this far.
II
Abstract
accomplish work. Every employee is motivated about something in his or her life. Motivating
employees about work is the combination of fulfilling the employee's needs and expectations
from work and workplace factors that enable employee motivation or not. These variables
available but it‘s hard to apply the ideas in many workplaces. Too many workplaces still act as
if the employee should be grateful to have a job. Managers are on power trips and employee
policies and procedures are formulated based on the assumption that you cannot trust
employees to do the right thing. Communication is never transparent and there is always a
secret message or a hidden agenda. Motivating employees in this work environment is tough,
if not impossible. Fortunately, most work environments are not in this extreme. They each have
their own set of problems, but managers appreciate that motivating employees was bring
positive results for the organization. This study used a multi-method approach. questionnaires
were used to gather these data and analysis were done using words, graphs, tables and statistics.
the administration of questionnaires was of an enormous help to the researcher for effective
comparison of all responses. After the study it was found that motivation serves as a factor
which influenced performance and hence increases productivity. It is therefore important that
employees of Ubaya Binu Kaa’ab school are well motivated to ensure continuous good
III
Table of Contents
CHAPTER ONE ........................................................................................................................ 1
BACKGROUND OF THE STUDY .......................................................................................... 1
1.1. Introduction ..................................................................................................................... 1
1.1.1 Historical Background................................................................................................... 1
1.1.2. Theoretical Framework ................................................................................................ 3
1.1.2.1. Theories of Motivation .......................................................................................... 3
1.1.2.2. Early Theories of Motivation ................................................................................ 3
1.1.2.3. MC Gregor Douglas Theory X and Y ................................................................... 4
1.1.2.4.Assumption of Theory X ........................................................................................ 4
1.1.2.5. Assumption of Theory Y ....................................................................................... 4
1.1.2.6. Abraham Maslow’s Hierarchy of Need Theory .................................................... 5
1.1.2.7.Contemporary Theories of Motivation ................................................................... 6
1.1.3. Conceptual background ................................................................................................ 7
1.1.4. Contextual Background ................................................................................................ 8
1.2. Statement of the Problem ................................................................................................ 9
1.3. Purpose of the study ........................................................................................................ 9
1.4. Research objectives ......................................................................................................... 9
1.5. Research Question ........................................................................................................... 9
1.6. Hypotheses .................................................................................................................... 10
1.7. Scope Of the Study........................................................................................................ 10
1.8. Geographical Scope....................................................................................................... 10
1.9. Content scope ................................................................................................................ 10
1.10. Limitations of the Study .............................................................................................. 10
1.11. The significance of the study ...................................................................................... 11
1.12. Definition of Terms ..................................................................................................... 12
CHAPTER TWO ..................................................................................................................... 14
REVIEW OF RELATED LITERATURE AND STUDIES .................................................... 14
2.0 LITERATURE ............................................................................................................... 14
2.1.Theoretical Review ........................................................................................................ 14
2.2. Conceptual Framework ................................................................................................. 18
2.3. Related Literature .......................................................................................................... 18
IV
CHAPTER 3 ............................................................................................................................ 25
METHODOLOGY .................................................................................................................. 25
3.0. Research Design ........................................................................................................ 25
3.1. Target Population ...................................................................................................... 26
3.2. Simple Size................................................................................................................ 26
3.3. Sampling Procedure .................................................................................................. 26
3.4. Research Instruments ................................................................................................ 27
3.5. Data-Gathering Procedures ....................................................................................... 27
3.6. Data Analysis ............................................................................................................ 27
CHAPTER FOUR DATA PRESENTATION, ANALAYSIS, AND INTERPRETATION .. 29
4.0. OVERVIEW.................................................................................................................. 29
4.1 Demographic Factors of the Respondents ...................................................................... 29
Distribution of the Respondents by Marital Status .............................................................. 29
CHAPTER FIVE ..................................................................................................................... 43
SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS ................. 43
5.1 Summary of the Findings ............................................................................................... 43
Discussion of Findings ......................................................................................................... 44
Conclusion............................................................................................................................ 45
Recommendations ................................................................................................................ 45
General Recommendations ............................................................................................... 45
Recommendation for Further Research ............................................................................ 46
REFERENCE: ...................................................................................................................... 47
APPENDICES ......................................................................................................................... 51
V
Tables
VI
CHAPTER ONE
Somaliland Education Service has the sole responsibility of making sure quality Education
is not sacrificed to the detriment of students. Given this, Somaliland Education Service has
put in placea mechanism to ensure that teachers are motivated to give up their best to ensure
that students acquire the necessary skills and knowledge to further their studies. These
include further studies, teachers ‘motivation by parent-teacher association, and many others
According to Knoor (1968), clearly, theory X is pessimistic and mini control is primarily
and techniques in order to succeed. Fromcapital to a business site and to employees, all of
these are essential for a business to work. Whilethese components are significant, values,
tasks, which in turn helps in uniting the business with itsconsumers. By means of motivating
the employees, Principless are able to encourage them to worktowards a common goal. This
principle also helps the employees to become more productive, enabling enhancement and
transformation to take place. Often, a person has the desire and ambition to get something
done or achieve a certain goal but lacks the push, the initiative, and the wasingness to take
1
action. This is due to a lack of motivationand inner drive. Motivation strengthens ambition,
increases initiatives, and gives direction, courage, energy, and the persistence to follow
organizational goals. A motivated person takes action and does whatever it needs to achieve
organizational goals. Motivation is one of the most important keys to success. When there
is a lack of motivation, the organization either gets no results or only mediocre results,
whereas when there is motivation the organization attains greater and better results and
achievements. Lack of motivation shows a lack of enthusiasm, zest, and ambition, whereas
the possession of motivation is a sign of strong desire, energy, and enthusiasm, and the
wasingness to do whatever it takes to achieve what the organization sets out to do. Often an
employee knows how to perform correctly, the process is good, and all resources are
available, but for one reason or another, chooses not to do so, which normally means it is a
motivational issue. While many jobs have problems that are inherent to the position, it is
the problems that are inherent to the person that normally causes the employer to lose focus
from the main task of getting results. These motivational problems could arrive from family
pressures, personality conflicts, and a lack of understanding of how the behavior affects
livelihood. How they feel about the work they are doing and the results received from that
work directly impact an organization’s performance and, ultimately, its stability. For
whatever is necessary to achieve the goals of the organization as well as keep track of an
is completely vulnerable to both internal and external challenges because its employees are
not going the extra mile to maintain the organization’s stability. An unstable organization
2
Productivity does not disappear; it is usually transferred to aspects not related to the
organization’s work. Things like personal conversations, internet surfing, or taking longer
lunches cost the organization time and money. Reduced productivity can be detrimental to
an organization’s performance and future success. The job of a Principles in the workplace
is therefore is to get things done through employees. To dothis the Principles should be able
to motivate employees, but that is easier said than done. This study was look at what
motivates Ubaya Binu Kacab school employees to perform to the expectation of School
Management and what corresponding benefits the school achieves to meet its target.
Abraham Harold Maslow’s theory of need, Perfectos Sison’s theory, Herzberg’s theory of
hygiene and motivational factors, and the human resource management paradigm and
This section brings to light what can be done in order to motivate workers to perform and
the way they do. An understanding of these theories provides the basis for the Principless
to understand human behavior to tasks and activities that are mutually beneficial to both the
worker and the organization. These are two broad categories of motivational theories.
3
more if only they learn more. His plan unique in that greatly increased the reward of high
productivity. These men were able to doubt their wages was under the system. However, the
assumption that money is the best motivation fails to pass the test. Those people can motivate
by money and rise above its power. This view fails to specify other important consideration
that affects individuals in the workplace.
In particular, it was a challenge to the traditional view that all employees are lazy individuals
who needed constant supervision and the use of force to get them to work hard. Douglas
McGregor (1951) concluded that the perception of the Principles about the employee
determines how they had led and treated at work. McGeo (1957) postulated two theories in the
perception of manager about the employees at work Theory X and theory Y. He held that theory
X represents the traditional assumption that workers cannot be trusted and they must be forced
or threatened to get them to do their work. He proposed theory Y be adopted instead, as a better
approach to handling workers in the organization. This is a set of assumptions that workers do
not necessarily dislike work and are capable of controlling themselves at work if they are given
draws much from the self-fulfilling properly that the attitude of workers is largely re-informed
the disposition of their bosses to them in terms of the level of trust and confidence.
1.1.2.4.Assumption of Theory X
1. The average human being has an inherent dislike for work and was avoid it if he can.
2. Because of this characteristic, most people must be coerced, controlled, directed, and
threatened with punishment so that they was work toward the organizational goals.
satisfactory.
4
2. External control threat of punishment is not the only means of bringing about efforts.
4. The average worker learns under the proper condition not only to accept but also to
creativity in the solution of the organizational problem is widely not narrowly distributed
6. Under the condition of modern industrial life, the intellectual potentialities of the
beings. He found out that different people, and organizations satisfy these needs, in different
ways. He concludes that human needs are existing in a hierarchical order starting with the lower
order need to the higher needs and he stated that when one set of need is satisfied it ceased to
be a motivator and the next set of needs occupy the attention of the individuals.
5
1.1.2.7.Contemporary Theories of Motivation
Victor Vroom’s Expectancy Theory: Victor Vroom (1965) proposed the expectancy
theory of motivation. This theory explains motivation from the point of view that how hard a
person works essentially depends upon the expectation of the person from the hard work and
Valence: The means the strength of a person’s preference for particular values or
negative or positive, it is positive where the person prefers achieving the outcome and negative
Instrumentality: This is referring to the relationship between the reward desired by the
individual and his or her performance in terms of achieving the goals and objectives of the
organization. Vroom went ahead to distinguish between the first and second level of the
outcome of behavior, to be, the first level outcome is the performance of an individual in the
organization, and the second level is the rewards for his or her performance.
Expectancy: In this context, expectancy means the likelihood or probability that the
choice of a particular action was lead to the desired outcome. In other words, it is the
relationship between a chosen course of action and its expected outcome. The nature of an
T.S. Adam (1964). The theory proves that people are not only concerned with maximizing
the amount of payment but also the fairness of the payment, the theory is concerned with
comparison among input and outcomes. The primary concern is with the relation between an
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individual input, outcome, or rationale of a person with whom he compares himself. The
Input: Are whether the individual previewed as an investment in job (effort), education, time,
Outcome: Are those things that are view as returns on this inversion (money, recognition
working condition, fringe, benefits, and job status symbols). When the comparison process
yields an imbalance it basis for motivation through the definition; it fellow’s that, inequality
result from person. Not only when they are relatively underpaid.
Performance And Help In Reaching Enterprise Goals. A Strong Positive Motivation Was
Enable The Increased Output Of Employee But A Negative Motivation Was Reduce Their
“It Is The Core Of Management Which Shows That Every Human Being Gives Him A Sense
Of Worth In Face-To-Face Groups Which Are Most Important To Him. A Supervisor Should
Strive To Treat Individuals With Dignity And A Recognition Of Their Personal Worth.”
An Individual. A Person Feels The Lack Of Certain Needs, To Satisfy Which He Feels Working More.
The Need Satisfying Ego Motivates A Person To Do Better Than He Normally Does.
Factors Or Extrinsic Factors. The Intrinsic Factors Include Recognition, Social Status, Self-Esteem And
Self-Actualization Needs Which Are Related To Inner Aspects Of An Individual. On The Other Hand,
The Extrinsic Factors Are promotions, leaves, Salary, And Benefits Etc.
7
Performance is a fact of life. In work or in play, indeed in any activity where we input
even momentary attention, performance can be felt or, at least, deduced if necessary.
Employee performance is defined as how an employee fulfills their job duties and executes
their required tasks. It refers to the effectiveness, quality, and efficiency of their output. Performance
student achievement test scores, observed pedagogical practices, or employer or student surveys
energy – not necessarily being extrovert, but alertness and quiet resolve.
region today which reflects the gloomy image of administrative of lack motivation widespread,
this phenomenon of corruption is getting worse to the point of threatening every single
employee especially teachers in schools, and leading them to unmotivated and low
performance. The motivational level is low, according to the teachers themselves publications,
according to the low or lack of motivation, were extremely affected by the low performance,
among the indicators of motivation are promotion, salary increase, job security and so on,
As l mentioned in the first paragraph the motivation for employees is very low, especially in
schools and the management didn’t recall the problem, the motivation in Somaliland is under
a microscope to develop and promote employee productivity, every and each organization
where it’s a schools or government department they sever with low productivity, to promote
this employee performance every and each government must invest their employee,
8
Lower performance and productivity in the workplace especially in ubaya binu ka’ab, the
indicators of low motivation in fields are low, lack of salary promotion, lack of job security,
One of the greatest challenges to human resource Principless is to make all employees
contribute to the success of the organization in a moral and socially responsible way. Due to
the dynamic and competitive organizational environment, the organization needs to realize the
importance an
value of employees. They don't have to consider employees as a cost but they have to see as
Specifically, concerning the problems, the study seeks to provide answers to the research
questions:
9
3. What is the most effective intervening factors in employee performance?
1.6. Hypotheses
1. There is no significant relationship between the socio-demographic profiles and
employee performance.
performance.
performance.
the largest city of the northwestern Awdal region of Somaliland. The city is situated in a
mountainous and hilly area. It has green meadows and fields and represents a key focal point
for wildlife. The town's unusual fertility and greenery in the largely arid countryside have
exception. The time frame for the completion of this research was a major limiting factor that
The data was collected through a questionnaire. The responses from the respondents may not
be accurate and the sample taken for the study was only 50 and the results drawn may not be
accurate.
10
Furthermore, since the institution has strict control, it acts as another barrier to getting data.
The lack of readily organized data was a limiting factor, however, within the constraints; all
This study was be very significant to the different beneficiers that include \, principle of the
school the researcher, employee especially teachers, ministry of labor, the ministry of
education. In the following ways:- The study is healpful to the employers that might find the
The stuy was relevant to other shcolars who was present with factual information on the
This study was improve employees performance at the workplace, to retain employees and to
help their organization establish a good image as required by the government of Somaliland, if
an organization (school) employees do not acquare this motivation then the school could lose
large amounts of money, student or even fo out of service. On the other hand if the school
employees are well trained and motivated by their employers it coul have great income
This study was help to many principles and leaders in our society to identify the things that
they need to do in order to successfully motivated their emplyees to perfom at their best.
It is evident that there is a need for this study because of the many schools that are constantly
11
Administration: The researcher believes that the research findings would throw more
light on the motives for experiencing teachers‘ high turnover rate each academic year and
advice the
Especially this study was help the management of ubaya binu ka’ab school
The outcome of this research would be a working tool for head management of the Ubaya Binu
Kacab school to use to ensure that employees were well motivated to stay in the school to
enhance efficiency and effectiveness. Distinctive schools value their human capital because,
without them, it would be difficult to achieve the vision of the school to beat its competitors.
This would assist Principless of the school to do away with the maxim that when you do not
like the system of work here, you can leave this school to another, we shall get someone to
replace you syndrome‘‘ this paper is significant as it was serve as a guideline for other schools
v Impact: The powerful effect that something has no anything being it human being or
materials.
v Workers: People who work, especially one who does a particular kind of work.
12
District.
output.
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CHAPTER TWO
foreign. Thelast part of the chapter discusses the relevance of the reviewed literature and
2.0 LITERATURE
According to the Luxembourg Declaration (2012), workplace health promotion (WHP) is
defined as the combined efforts of employers, workers, and society to improve the health
and wellbeing of people at work. This can be achieved by improving work organization and
the work environment; promoting active participation of all stakeholders in the process; and
complementary support for, but not a replacement of, workplace risk management. Proper
participation in WHP activities, the literature suggests that the number of participants often
tends to be rather low once the WHP project has been implemented. Therefore, it is pertinent
activities in both the short and long term. At the same time, it should be kept in mind that
The aim of the report that this factsheet summarizes Was to conduct a review of the
available literature to identify the motivating factors for employees to participate in WHP.
This knowledge can be used to improve WHP programs and, consequently, participation
rates. The findings section of the report is divided into two key areas. The first outlines and
describes some
2.1.Theoretical Review
the key findings from the literature concerning workers’ motivation to participate in WHP,
and the second examines the role that diversity may play in workers’ participation and
14
recruitment. Bruce and Pepitone (2007) propose an interesting viewpoint according to
which Principless cannot motivate employees; Principless can only influence what
effectively employing a wide range of communication channels has been praised by Shields
(2007) in terms of its positive contribution to boosting employee morale. Shields (2007)
stresses two specific advantages of such a practice that relate to offering employees a chance
to raise their concerns and put across their points regarding various aspects of their jobs, as
well as, supplying them with the feeling of engagement and appreciation.
According to Lockley (2012) offering training and development programs that effectively
employee motivation strategy. At the same time, Lockley (2012) warns that for motivational
devised and implemented by a third party with relevant competency and experience.
Alternative working patterns such as job-rotating, job-sharing, and flexible working have
been branded as effective motivational tools by Llopis (2012). Moreover, Llopis (2012)
argues that motivational aspects of alternative working patterns along with its other benefits
are being appreciated by increasing numbers of organizations, however, at the same time;
many organizations are left behind from benefiting from such opportunities.
An interesting viewpoint regarding the issue has been proposed by Wylie (2004), according
to which members of management primarily should be able to maintain the level of their
own motivation at high levels in order to engage in the effective motivation of their
15
Furthermore, Wylie (2004) recommends concentrating on specific variations of intangible
motivational tools such as salary promotion and other job security, important dates with the
what motivates each individual employee considering his or her individual differences. In
other words, individual differences have been specified by Thomas (2009) as the major
Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural
of behavior, values, norms, and traditions shared by members of a specific group (Kreitner
and Cassidy, 2012), and accordingly, cross-cultural differences are perceived to be a major
This point has been explained by Lockley (2012) by insisting that certain practices such as
engaging in constructive arguments and dialogues in the workplace can prove to be highly
motivational for the representatives of Western culture, whereas the same set of practices
can prove to be counter-productive for employees from Asian countries due to vast cross-
cultural differences.
Llopis (2012) draws attention to the increasing relevance of the work-life balance problem
for modern employees and stresses its negative impact on the level of employee motivation.
Specifically, Llopis (2012) reasons that unless employees achieve an adequate level of
work-life balance at the personal level, management investment in the level of employee
Abraham Maslow (1943), according to which there is a certain hierarchy for individual
16
needs, and more basic human needs need to be satisfied in order for the next level needs to
serve as motivators.
Technology and, Santa Barbara, published a paper titled “Incentives and Creativity:
Evidence from the Academic Life Sciences” indicates that long-term rewards rather than
short- term rewards helped to motivate scientists in their work and to promote overall
greater creativity.
The application of this study suggests that short-term rewards, which are common in many
Grant and Singh (2011), two management professors from The Wharton School of the
University of Pennsylvania, argue that traditional incentive schemes (stock options and
bonuses) are often beneficial for motivating and improving employee performance, but can
have serious repercussions such as “unethical behavior, fuel turnover, and foster envy and
discontent.”
Moreover, they further explain that financial incentives are best used with the following
three guidelines: when tasks are algorithmic in nature and generally uninteresting, when the
financial
incentives are small, and they work in conjunction with major initiatives. They also point
out three important elements, based on Daniel Pink’s research, that the workplace should
professional development), and purpose (meaning outside of the immediate work area).
Schoeffler (2005), a contributor to the Insurance Journal, explains that incentives should be
in a three-tier incentive scheme: recognition, short-term, and long-term. The basic concept
is to allow for incentives that was motivate different personality types. For example, some
17
people enjoy immediate satisfaction, and some enjoy the satisfaction that is delayed but has
taken time to build up. Recognition is a key role in motivating which is a non-financial
Socio-Demographic factor
• Age
• Sex
• Education
• Attainment • Enthused
• Month income • Commitment,
• Class performance
• punctual
Motivational Factors
• Hardworking among others.
• promotion
• job security,
• recognition
• Job status symbol
intervening factors
• availability of intensive
• motivational challenges
well for an organization, which is a critical task for Principless. It seems that there exists a
18
arises, and the employee is motivated to perform well in the future. It is stated that high
performance can be reached when the organization provides certain job characteristics.
Secondly, it is stated that employees can be both intrinsically and extrinsically motivated to
perform well. Most jobs are even both intrinsically and extrinsically motivated
It can also be concluded that intrinsic factors can contribute to a greater extent to employee
motivation than extrinsic factors. Some researchers even argue that an increase in extrinsic
factors.
solely does not lead to an increase in performance. Research proved that to intrinsically
motivate employees, the organization needs to score high on five job characteristics: skill
variety, task identity, task significance, autonomy, and feedback. And to extrinsically
These job characteristics together with the ability of the employee provide the opportunity
for high performance, which is the start of the self-reinforcing circle. It is important that
Principless provide all job characteristics since that was lead to the highest employee
performance. However, it must be argued that this relationship is not infinite; it could be
that the employee does no longer derive satisfaction from his performance or that one of
the three psychological stages is no longer present. Therefore, organizations must make
At last, it can be argued that there are numerous other ways to increase the performance of
employees in organizations (e.g., diversity, leadership, etc.), thus management should not
organization 27 motivation solely. But it can be concluded that intrinsic factors can greatly
19
Laddawan Jianvittayakit (2012) in his exploratory study titled Motivation factors of
international students in choosing a foreign university, find out that students significantly
seek international education experiences and opportunities for them to increase their
knowledge. This segment could be considered an important market with high potential. The
country and university are explored to have in-depth information on pull motivation factors
in the decision-making process. Both country attributes and university attributes are highly
study abroad and in attracting students to choose a destination. The country attributes are
highly influential factors in selecting a destination country since Thailand has a strong
image and reputation as a favorite travel destination, which can be considered a competitive
country. The university attributes, after all, take part in the final stage of students’ decision-
university characteristics such as offered program, quality of courses, and reputation. The
underlined factors from this study show that “Exploring Thai culture and food” is the most
the meantime, “Wide range of courses at Mahidol University”, “Quality of courses and
University” are highly influential pull factors to choose Mahidol University as their choice
of a foreign university.
Ederer and Manso’s (2011) study titled “Is Pay for Performance Detrimental to
Innovation?” concluded the following: …the optimal incentive scheme that motivates
20
motivate effort.
Tolerance (or even reward) for early failure, the reward for long-term success, excessive
Grant and Gino (2010), concluded in their study “A Little Thanks Goes a Long Way:
Explaining Why Gratitude Expressions Motivate Prosocial Behavior” that gratitude shown
in the workplace can promote “prosocial” behavior the carries throughout the company. In
state, “Our findings complement this line of research by demonstrating that expressions of
gratitude, not only experiences of gratitude, have spillover effects on prosocial behavior.
As such, our research suggests that gratitude expressions may have important theoretical
and practical implications for encouraging prosocial behaviors that promote cooperation…”
Nupur Chaudhary and Dr. Bharti Sharma, in their study Impact of Employee Motivation on
has a direct impact on productivity and growth. A highly motivated employee invests his /
her best hard work in carrying out each and every aspect of his / her duties and
responsibilities. Improved job performances of the employee was add value to the
organization itself and to the employee’s productivity. The experimental results of this
study show that the motivation of the employee has rewarded the employee and the
organization, and the organization was keep the faithfulness of the employee at the high
climax. Also, the employee was trust his /her organization, supervisor, and top
management. From these observations of details, it is very clear that business organizations
can live and grow by taking care of their employees. In the free market economy under
today's globalization, only organizations that follow high performance paying attention to
21
their employees can live and growth quickly and securely.
Kiruja EK and Elegwa Mukuru (2013) concluded in their research “effect of motivation on
Level Technical Training Institutions in Kenya. The results of correlation analysis in this
study have demonstrated that the motivation of employees has a positive relationship with
employees were very little motivated as there is no recognition after a good performance
and no feedback after performance of duties. They demand better pay and better terms of
service. In relation to the findings of the study, it can finally be concluded that there is no
They recommended that Employees’ promotion should be based on academic merit and
responsibilities and be done regularly to enable them to move from one job group to the
next. The Government of Kenya should also come up with uniform salaries for their non-
teaching staff because some employees lamented poor pay and exploitation by the leaders.
The results and findings indicated that Human Resource Management should come up with
an effective performance measurement system that rewards hard workers and penalizes
ineffective workers. One challenging task the researcher recommends is that all employees
should be motivated to ensure they are retained and this was improve performance. In
public, sector institutions such type of government policies should be adapted which
support team efforts inside the organization. In this way, overall organizational productivity
22
and effectiveness can be enhanced. It is important to develop such an atmosphere where
employees are well satisfied with their jobs and cooperative with each other. In this way,
employees was be in a position to utilize their full potential in their jobs. The research study
strongly suggests that teamwork activities must exist in the organizational environment. In
The related literature and studies prove that employee motivation is a crucial aspect of
management function that enables the organization set to goals to be accomplished. Without
motivation, the
operation plan, standard, and target was not be achieved. The objectives are set, policies
directed and now the workforce must be motivated in order that these objectives can be
achieved. Unless there is motivation, which was bring about active and wasing cooperation
satisfactory way. Motivation is energizing force that causes workers to behave in a certain
way. Motivating workers means getting the workers to put a lot of effort into their job rather
than directing them elsewhere. Many organizations have failed because they ignored the
prescribes the need and wants, which are basic, focus that activated by particular needs are
However, it is often difficult to know how to motivate workers because of their complex
needs and wants which are usually insatiable from the study of psychology, needs and wants
have to do with motivation not by what we think they ought to have, but by what they want.
Wants may be luxurious or unrealistic, therefore, management is left with the basic option
to motivate the workers by either showing how certain action can increase their need
23
The related literature and studies also prove that employee motivation is one of the policies
(shadier et al. 2009). A motivated employee is responsive to the definite goals and
objectives he/she must achieve, therefore in that direction. Rutherford reported that
employees most stable and greasy challenge and this can be made possible through
motivating them.
Dr. Obiefuna Okafor and Chukwuma. Edwin Maduka conclude from their findings that the
organization. In order to meet up with the current dynamic rate of the business trends, the
management of the manufacturing firms in Nnewi should try as much as possible to adopt
good and positive motivational techniques to increase the morale of the workers towards
Finally, management oka schools in kenya should seek various ways of improving
performance in their institution by finding out the effect, causes, or problems associated
with motivation. Meanwhile, for the workers to be motivated, the management must posse
good quality and personal values which was help them to identify those things that motivate
24
CHAPTER 3
METHODOLOGY
This chapter describes the method of research to be used in this study, the locale of the study,
the respondents, the instruments to be used, and the statistical tools that was be used in the
treatment of data.
3.0.Research Design
This study was employ the descriptive method of research using questionnaire analysis as a
tool. The use of this method was be based on its capacity to successfully complete the purpose
of this study. As mentioned by Calderon and Gonzales (2004), the descriptive method of
research is a process of gathering, analyzing, clarifying, and tabulating data about the
prevailing conditions, practices, beliefs, processes, trends, and cause and effect relationships
and then making an adequate interpretation about such data. It also includes studies that seek
to present facts concerning the status of anything, group of persons, acts, conditions, and any
other phenomenon.
The method is therefore appropriate as it permits the researcher to assess the effect of
motivation on employee performance in Ubaya Binu Ka’ab School. The quantitative and
qualitative approaches was be utilized; the data was be tabulated and analyzed statistically.
conducted as the source of data from the respondents regarding their assessment of the effect
and support the information that was be gathered from documentary sources such as books,
25
3.1.Target Population
The population of this study comprises a staff of Ubaya Binu Ka’ab Schools in the Borama
District in Awdal, Somaliland. The research on its outlook reflects the strategy adopted by most
of the government and private schools in Somaliland but the survey was be limited to Ubaya
Binu Ka’ab School in Borama district in Awdal Region, for data collection. The school consists
of, Primary School, and High School with a total of seventy-two teaching staff and twelve non-
teaching staff.
3.2.Simple Size
All target population was not be interviewed but a sample was be chosen from each category
of the population. Table 1 below shows the selected sample size of the study with respect to
each categories:. The Slovene’s formula is used to determine the sample size
!
𝑛 = "#!( & ! )
!"
= 34
#$!"(&.&(! )
3.3.Sampling Procedure
This study would use stratified random sampling as the improved effect of motivation. Then
proportionate systematic random sampling and purposive non-random sampling was use for
26
3.4.Research Instruments
Research instruments are the tools that the researcher uses to collect suitable data for his/her
research study. There are several research instruments; every research study has its instruments
applicable to it. This study was use the Questionnaire as instruments or tool for collecting facts
and information from different types of the respondents to become research more reliable and
strong much trustworthy. which gathered together the data in accordance with the statement of
the problem. Likewise, a structured interview guide was be utilized by the researcher in support
of the data that were gathered through the survey instrument. The interview was be designed
in accordance with the model framework, statement of the problem and hypothesis of the study,
and research objectives. Likewise, the research used a documentary review of secondary data
through the use of publications such as journals, books, primers, and other printed materials as
well as a series of consultations and evaluation of questions. The researcher also evaluated the
3.5.Data-Gathering Procedures
Documentary review which was be designed to obtain information from the secondary sources
of materials was be conducted in places where the materials are available e.g. Ubaya Binu
Ka’ab Library, online journals, and other publications for this purpose. In the conduct of the
interview, requests was made with the director of Ubaya Binu Ka’ab School.
3.6.Data Analysis
Data collected from the questionnaire was be analyzed, summarized, and interpreted
accordingly with the aid of descriptive statistical techniques such as total score and simple
percentage. In the process of data analysis, the researcher was be used descriptive and statistical
analysis with the help of the SPSS computer package to analyze the data. The regression model
was also be used to analyze the relationship between the effect of motivation on employee
performance
27
Ethical Considerations To ensure utmost confidentiality for the respondents and the data
provided by them to reflect the ethics that would be practiced in this study, the following
measures was be done: 1. The entire questionnaire would be coded to present the anonymity
of the respondents. 2. The respondents would be requested to sign the informed consent 3.
Authors quoted in this study are recognized through citations and referencing
28
CHAPTER FOUR
DATA PRESENTATION, ANALAYSIS, AND INTERPRETATION
4.0. OVERVIEW
This chapter comprises the analysis and presentation of the data collected. The chapter is
organized into the following sections; namely: demographic factors and findings on the
objectives
The demographic factors of the respondents were collected on marital status and professional
training.
The respondents were asked to indicate their marital status. They responded as indicated in
table 1below.
Frequency Percent
Single 18 52.9
Married 16 47.1
Total 34 100.0
Table 1 SHows that the respondents who are singles were (52.9%), and 47.1.4% of the
respondents were married, So the Married were the minority numbers of the respondents and
the most majority numbers were of the respondents were Single.
29
Figure 1
Table 2 training
Frequency Percent
Yes 28 82.4
No 6 17.6
Total 34 100.0
Table 2 shows that majority of respondent takes trainings and they were 28 (82.4%), and the
other 6(17.6%) didn’t get any training.
30
Table 3 Teaching experience
Frequency Percent
15 Above 7 20.6
Total 34 100.0
Table 3 shows respondent teaching experience, and the majority of respondents' experience
was below 10years and they were 14 (41.2%), next was 10-15 years and they were 13 (38.2%),
and the minority of respondent were those who had more than 15 years of experience 7 (20.6%)
Figure 3.
31
Table 4 Age
Age of respondent
Frequency Percent
45> 1 2.9
Total 34 100.0
Table 4 The previous table showed that most of study sample range in age (from 32 to 37 years)
as it is about (55.9%) then (from 20 to 25 years) with a percentage of (38.2%) then (38-44)
with a percentage of (2.9%) then (45 years and above) with a percentage of (2.9%). It is shown
in figure 4
32
Table 5 Gender
Frequency Percent
Male 26 76.5
Female 8 23.5
Total 34 100.0
Table 5 The previous table showed that most of the study population in terms of gender is male
as the Female's percentage is (23.5%) as the percentage is shown in figure 5.
Level of Education
Teachers’ level of education was measured by whether the teacher had attained a Diploma,
bachelor’s degree or a Master’s degree and the results are resented in table 7 below.
Table 6 level of education
Academic Qualification
Frequency Percent
33
Diploma 4 11.8
Degree 20 58.8
Total 34 100.0
Table 6 The study comprised a large number of participants who acquired a bachelor degree
level 20 (58.8%), followed by masters and phd level 10 (29.4%), Diploma level were 4
(11.8%), Therefore table 6. shows that the majority of the respondents are bachelor degree
holder and master’s level who have high thinking capacity to give the best and required
information of this study.
Figure 6
Table 7 position
Position
Frequency Percent
34
Management 5 14.7
Total 34 97.1
Total 34 100.0
Table 7 shows that the most respondent position was teacher 24 (70.6%) the second number
of staff that is next to teachers is the management 5 (14.7%) and respondent that were other
staff was 3(8.8%).
Figure 7
Table 8 salary
Salary
35
$310-500 18 52.9 52.9 88.2
Table 8This table shows that the majority salary 18(52.9%) was $310-500, where the next was
12(35.3%), where $100-300, and the last 3 and mostly are the top management (8.8%) salary
is $510-700.
Yes 25 73.5
No 8 23.5
3 1 2.9
Total 34 100.0
Table 9 shows that if the respondent has any other income, 25 (73.5%) answered yes while
other 8 (23.5%) answered no, so the majority of the respondent have other income.
36
Figure 9
Socio-demographic factor
Socio-demographic factor was measures using 4items in the questionnaire where respondents
were expected to indicate their level of agreement or disagree and the results are resented in
table below.
Table 10 Socio-demographic
Socio-demographic
37
Receiving overtime paid if
needed 34 1 4 8 12 9 3.71 1.088
Motivational factors were measure using eleven (6) where respondents were asked to indicate
their level of agreement or disagreement and the result are presented in table 11below.
Std.
Statement N SA A NT D SD Mean Deviation
Job security exists in the
intitution 34 4 11 5 7 7 3.06 1.369
Good relations with the co-
workers 34 11 11 10 1 1 1.94 0.814
Do you feel valued and
appreciated? 34 3 13 15 1 2 2.59 0.925
Table 11esents the descriptive statistics of motivational factors and the results reveal based on
mean rank of the subsidiary variables indicates that question one and six have great effect on
variable employee performance with a mean score of 3.01 and 2.91 respectively.
38
Motivational factors were measure using eleven (6) where respondents were asked to indicate
their level of agreement or disagreement and the result are presented in table 12 below.
Std.
Statement N SA A NT D SD Mean Deviation
Table 12resents the descriptive statistics of intervening factors and the results reveal based on
mean rank of the subsidiary variables indicates that question two and three have great effect
on variable employee performance with a mean score of 4.15 and 5.18 respectively.
Employee performance were measure using eleven (11 where respondents were asked to
indicate their level of agreement or disagreement and the result are presented in table 13 below.
39
Std.
employee performance N SA A NT D SD Mean Deviation
Enthused
Commitment
Class Performance
Records Assignment
1.5 0.707
consistently 34 20 8 1 4 1
Punctual
40
Table 13 resents the descriptive statistics of employee performance and the results reveal based
on mean rank of the subsidiary variables indicates that question two and four have great effect
on variable employee performance with a mean score of 1.94 and 1.82 respectively.
Table 14 correlation
Correlation
Socio-
demographi Motivational Intervening Employee
c Factors factors performance
Socio-demographic Pearson Correlation 1
Sig. (2-tailed)
N 34
Motivational Factors Pearson Correlation .361** 1
Sig. (2-tailed) .036
N 34 34
Intervening factors Pearson Correlation .119** .190** 1
Sig. (2-tailed) .501 .282
N 34 34 34
Employee performance Pearson Correlation .597** .057** .313** 1
Sig. (2-tailed) .041 .754 .036
N 34 34 34 34
**. Correlation is significant at the 0.05 level (2-tailed)
The result was statistically significant, strong positive relationship between socio-
demographic factor and employee performance r(32) = .597, p = .041. within Socio-
demographic explaining 34% of the variance in employee performance.
Since the Correlation is significant at the 0.05 level (2-tailed), the null hypothesis,
“There
41
The result was no significant, weak positive relationship between employee
performance and motivational factor r (32) = .57, p= 0.754. within motivational factor
explaining 0.32% of the variance in employee performance.
Since the Correlation is significant at the 0.05 level (2-tailed), the null hypothesis,
“There is no significant relationship between motivation factors and employee
performance” is fail to reject and an alternative hypothesis is framed.
Since the Correlation is significant at the 0.05 level (2-tailed), the null hypothesis,
“There is no significant relationship between intervening factors and employee
performance” is rejected and an alternative hypothesis is framed.
42
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS
This chapter presents the summary of findings, conclusions, and recommendations
related to the effects of motivation on employee performance.
The second objective of this study was to determine the effect of Motivational factors
on employee performance in ubaya binu ka’ab schools in Borama district, Somaliland. This
objective was achieved through testing the null hypothesis of no significant or weak positive
effect of motivation on employee performance. The correlation model obtained was (r (32) =
.57, p= 0.754). From the model, it was found out that motivation had no significant or weak
positive effect on employee performance . Therefore, the finding is fail to reject and an
alternative hypothesis is framed.
The third objective of this study was to determine the effect of intervening factor on
employee performance ubaya binu ka’ab schools in Borama district, Somaliland. This
objective was achieved through testing the null hypothesis of no significant effect of
intervening factors on employee performance. The correlation model obtained was (r (32)
=.313, p = .036. < α=.0.05). From the model, it was found out that intervening factors had a
significant effect on employee performance. Therefore, the finding led to the rejection of the
43
null hypothesis of no significant effect of intervening factors on employee performance in
ubaya binu schools in Borama District, Somaliland. From the correlation model, within
intervening factor expalaining 9.8 of the variance in employee performance.
Employee performance in ubaya binu ka’ab schools in Borama district, Somaliland. The
objective was achieved by testing the null hypothesis of no significant effect of socio-
demogrpahic on employee performance. The finding led s rejected and an alternative
hypothesis is framed.. This implies that socio-demographic factor have significant effect on
employee performance in ubaya binu ka’ab schools in Borama District, Somaliland. This
finding agrees with Godson Kwame Amegayibor (1991) who found that age and education have
an impact on employees’ performance. The findings also revealed that age and department
have an impact on employee absenteeism. Again the result shows that age, education, and
tenure respectively influences employees’
Palakurthi and Parks (2000) stated that socioeconomic variables of personnel, such as age,
educational degree, gender, marital status, and years of service, are capable of influencing
their various work performance aspects.
44
Akintayo (2010) asserts that highly skilled personnel are more engaged because of their
awareness of the organizational attitude towards those less qualified. The performance and
production of an organization was be fantastic if organizations use qualified personnel
The second objective of this study was to determine the effect motivation factor on employee
performance ubaya binu ka’ab secondary schools in Borama district, Somaliland. The objective
was met by testing the null hypothesis of no significant effect of motivational factors on
employee performance. The finding tis fail to reject and an alternative hypothesis is framed.
This implies that motivation factors has no significant effect on employee performance ubaya
binu ka’ab schools in Borama District, Somaliland. This agrees with Al-Doghan and Al-Bar
(2015) who found out that there is a weak positive relationship between motivational factors
and Employee performance Also Christopher (2014) in his study on teacher job satisfaction in
Nairobi found out that employee satisfaction level was based on their salary.
The third objective of this study was to determine the intervening factors on employee
performance in ubaya binu ka’ab schools in Borama district, Somaliland. The objective was
accomplished by testing the null hypothesis of no significant effect of intervening factor on
employee perfoanance. The finding led to the rejection of the null hypothesis test and accepted
the alternative hypothesis. This implies that intervening factors have a significant effect on
employee performance in ubaya binu ka’ab schools in Borama District, Somaliland. The
finding is in agreement with ramli (2008) and who found out that employee performance was
based upon their perception of administrative support, student behaviors, and autonomy at
work place.
Conclusion
The aim of the study was to investigate the effect of motivational on employee performance in
ubaya binu ka'ab schools in Borama District, Somaliland. Based on the results from the
correlation, the researcher concludes that Socio-demographic, motivation, and intervening
factors combined together, have a significant influence on employee performance.
Recommendations
General Recommendations
From the findings and conclusions drawn above, the researcher recommends that;
45
Major bodies of private schools like ubaya binu ka’ab should start thinking of giving their
compensation like bonus to outperforming and overtime paid, employees and for extra work
done.
Head schools should give attention to their employee and their need like, job security over time
payment, yearly bonus, More so, management of private secondary should come up with
acceptable agreement that consist promotions like good status, salary increased over time,
allowance. An so on. .
This study was based in ubaya binu ka;ab schools in Borama District, Somaliland. Thus, the
researcher recommends that the same study be carried out in other parts of Somaliland targeting
both public and private schools.
Also, the study focused on factors like socio-demographic, motivational and intervening
factors, but there are other factors that are important like, compensation, working conditions,
management/teaching relationship, environment, supervision, others that need to be
researched.
46
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APPENDICES
APPENDIX A
51
52
53