Motivation seems to be one of the most important tools of Human Resource Management. Organizations design motivation systems to encourage employees to perform in the most effective way but also to attract potential candidates. Employee motivation is a significant psychological aspect of management. To maximize the effort and performance of employees, there should be a mechanism of motivation.
This study sought to investigate the effect of employees’ motivational factors on employee’s performance with special reference to federal Public procurement and property disposal service. This study was conducted based on the data gathered from employees of federal public procurement and property disposal service. This study adopted explanatory research design. The target population for this study was 177 employees of federal
Public procurement and property disposal service. A census sampling was done and so the 123 employees constituted the sample size. A representative sample was drawn from this population using probabilistic sampling technique (simple random sampling) to select sample elements from the organization. The data collection tool was the questionnaires which contained closed ended Survey and face to-face interviews. Out of 123 questionnaires that have been distributed, all were usable. The mean value of the five point likert scale values of the dependent and various independent variables were taken as motivational factors which determine the performance of the employees. The analysis of the data was done with the help of the Statistical Package for Social Sciences (SPSS) and EViews.
The research results found that Payment, promotion, Co-worker relation, supervision and Career development as major influencing factors for employee’s performance. Whereas responsiveness were found to have insignificant effect on employee’s performance in federal public procurement and property disposal service. The study recommended that to increase employees performance, organizations need to focus on modern
pay package, having sound leadership, promotion of staffs, smooth co-worker relationship and plan and execute shorter and long term training.
Table of Contents
1. INTRODUCTION
1.1. Background of the Study
1.2. Statements of the problem
1.3. Research Questions
1.4. Research Objectives
1.4.1. General Objectives
1.4.2. Specific Objectives
1.5. Significance of the Study
1.6. Scope of the Study
1.7. Limitation of the study
1.8. Operational Definition of terms
1.9. Organization of the Study
2. REVIEW OF RELATED LITERATURE
2.1. Introduction
2.2. Concepts of Motivation
2.3. Importance of Motivation
2.4. Types of Motivation
2.4.1. Extrinsic and Intrinsic Motivation
2.5. Motivation Theories
2.5.1. Content (needs) Theory
2.5.2. Maslow’s Hierarchy of Needs Theory
2.5.3. ERG theory (Alderfer)
2.5.4. McClelland’s Achievement–Affiliation–Power Needs
2.6. Job Satisfaction and Herzberg’s two-factor Theory of Motivation
2.7. Motivation and Job Satisfaction
2.8. Employee’s Performance
2.9. Dimensions of motivation
2.10. Empirical literature and hypothesis
2.11. Justification of model used
2.11.1. Payment
2.11.2. Promotion
2.11.3. Co-worker relation
2.11.4. Responsiveness
2.11.5. Supervision
2.11.6. Career Development
2.11.7. Performance
2.12. Conceptual Framework of the model
2.13. Summary of Review literature
3. RESEARCH DESIGN AND APPROACH
3.1. Introduction
3.2. Research Design
3.3. Research Methods and Techniques
3.4. Population and Sampling
3.4.1. Sample Design
3.4.2. Target Population
3.5. Sampling size and Technique
3.6. Data Collection Instruments
3.7. Questionnaires
3.8. Interviews
3.9. Sources of Data
3.9.1. Primary data sources
3.9.2. Secondary data sources
3.10. Model Specification
3.11. Data analysis and interpretation
3.12. Pilot Testing
3.13. Ethical Consideration
3.14. Measurement: Validity and Reliability
4. PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
4.1. Introduction
4.2. Response Rate on Questionnaire
4.3. Demographic Characteristics of Respondents
4.4. Survey Results
4.4.1. The Existing motivational plan used by the organization
4.4.1.1. Payment
4.4.1.2. Promotion
4.4.2. The major motivational techniques that helps to improve employee performance
4.4.2.1. Co-worker relation
4.4.2.2. Responsiveness
4.4.3. The effect employees Motivation on employees’ performance
4.4.3.1. Supervision (leadership)
4.4.3.2. Career Development
4.4.3.3. Employees’ performance
4.5. Mean and Standard Deviation of Variable
4.6. Test results for the Classical Linear Regression Model assumptions
4.6.1. Model Specification
4.6.2. Autocorrelation
4.6.3. Multicollinearity
4.6.4. Heteroskedasticity
4.6.5. Normality
4.7. Hypothesis Testing Using Multiple Regressions
4.7.1. Payment
4.7.2. Promotion
4.7.3. Co-worker relation
4.7.4. Responsiveness
4.7.5. Supervision
4.7.6. Career development
5. SUMMARY, CONCLUSION AND RECOMMENDATION
5.1. Summary of findings
5.2. Conclusion
5.3. Recommendations
5.4. Suggestions for Future Research
Research Objectives and Focus Areas
This research aims to investigate the impact of various motivational factors on employee performance within the Federal Public Procurement and Property Disposal Service. It specifically seeks to understand how tools like payment, promotion, leadership, and workplace relationships contribute to the overall effectiveness and productivity of staff within the organization.
- Assessment of existing motivational tools applied by the organization.
- Identification of critical motivational techniques for improving employee performance.
- Investigation of the relationship between specific motivational factors (remuneration, career development, supervision, etc.) and employee output.
- Analysis of the impact of organizational management responsiveness on worker performance.
- Evaluation of the mediating role of team dynamics and coworker relations in the workplace.
Excerpt from the Book
2.4.1. Extrinsic and Intrinsic Motivation
It is related to tangible rewards such as salary and fringe benefits, security, promotion, contract of service, the work environment and conditions of service. These are what need to be done to or for people to motivate them. They are often determined at the organizational level and may be largely outside the control of the individual managers. Extrinsic motivators can have an immediate and powerful effect but will not necessary last long Mullins (2010).
This is related to psychological rewards such as the opportunity to use one's ability. There is also a sense of challenge and achievement, receiving, appreciation, positive recognition and being treated in a caring and considerate manner. Psychological rewards are those that can usually be determined by the actions and behavior of the individual managers Mullins (2010).
Given the complex and variable nature of needs and expectations the following is a simple and useful three fold classification for reviewing the motivation to work developed by Mullins (2010).
Summary of Chapters
CHAPTER ONE: This chapter introduces the study, covering the background of the research, problem statement, objectives, and the significance of investigating employee motivation.
CHAPTER TWO: This chapter provides a comprehensive review of related literature, discussing various motivation theories, job satisfaction concepts, and the relationship between motivation and performance.
CHAPTER THREE: This chapter outlines the research methodology, including the explanatory research design, population and sampling techniques, data collection instruments, and analysis methods.
CHAPTER FOUR: This chapter presents the data collected, analyzes the survey results, and interprets the findings regarding motivational factors and their impact on employee performance.
CHAPTER FIVE: This chapter provides a summary of the research findings, offers conclusions based on the data, and presents recommendations for the organization.
Key Terms
Employee motivation, Employee performance, Public Procurement and Property Disposal Service, Extrinsic motivation, Intrinsic motivation, Job satisfaction, Remuneration, Career development, Supervision, Workplace relationships, Organizational effectiveness, Human Resource Management, Personnel policy, Incentive systems, Leadership.
Frequently Asked Questions
What is the primary focus of this research?
The research focuses on examining the effect of various employee motivational factors, such as payment, promotion, and supervision, on the job performance of employees at the Federal Public Procurement and Property Disposal Service.
What are the central themes of the work?
The central themes include the relationship between intrinsic and extrinsic rewards, the role of management responsiveness, the influence of career development programs, and the impact of supervisory support on productivity.
What is the main research question being addressed?
The main objective is to identify which motivational tools are currently applied, which are most effective, and how these specific factors statistically influence the performance of employees within the organization.
What scientific methods were used in this study?
The study employed an explanatory, mixed-methods research design. Data were gathered through structured questionnaires and semi-structured interviews, with analysis performed using SPSS and EViews 9 for multiple regression.
What does the main body of the work cover?
The main body covers a literature review of motivation theories, a detailed explanation of the research framework, the presentation of descriptive and inferential statistics, and a hypothesis testing section.
Which keywords characterize this study?
Key terms include employee motivation, employee performance, public procurement, extrinsic rewards, job satisfaction, and career development.
How is "Responsiveness" defined in the context of this organization?
Responsiveness is viewed as the management's ability to treat employee requests fairly and provide timely feedback. The study finds that high levels of bureaucracy often hinder this, resulting in an insignificant or negative impact on performance.
What is the conclusion regarding salary and performance?
The study concludes that while pay is a significant positive factor, employees at the institution are largely dissatisfied with current salary scales compared to other public bodies, which negatively impacts their commitment.
What specific role does Career Development play?
Career development is identified as having a significant positive influence on employee performance, emphasizing that organizations should treat staff training as an investment rather than a cost.
- Arbeit zitieren
- Faiza Yimer (Autor:in), 2018, The effect of the motivation of the employees on their perfmormance. The Federal Public Procurement and Property Disposal Service, München, GRIN Verlag, https://www.grin.com/document/412888
