Motivation and employee performance
Respondents rating of their organizations HRM policy with regard to Motivation
Source: Survey Data, (2022)
Figure 4. 6: Respondents rating of their organizations HRM policy with regard to
Motivation
The study in this section aimed at establishing the respondents rating of their organizations
HRM policy with regard to Motivation. Results from the study revealed that majority of the
respondents felt that in their organizations HRM policy was proactive as shown by 37%. 27%
felt it was proactive, 24% did not know how to rank it and the remaining 12% did not
respond to the question.
Table 4. 2: Motivators present in the organisation
Frequency Percent Valid
Percent
Cumulative
Percent
Valid No response 3 6.1 6.1 6.1
Material rewards e.g.
money
16 32.7 32.7 38.8
Symbolic rewards e.g.
praise and recognition
18 36.7 36.7 75.5
Task rewards e.g. feeling
of accomplishment
7 14.3 14.3 89.8
Others 5 10.2 10.2 100.0
Total 49 100.0 100.0
Source: Survey Data, (2022)
Further findings revealed that the motivators present in the organisation were symbolic
rewards e.g. praise and recognition as shown by 36.7 percent, Material rewards e.g. money
comprising 32.7%, and task rewards e.g. feeling of accomplishment comprising 14.3%.
10.2% indicated that there were other ways of motivation as shown by 10.2% and the
remaining 6.1% did not respond to the question.
Whether motivation affects performance
Source: Survey Data, (2022)
Figure 4. 7: Whether motivation affects performance
On the question on whether motivation affects performance, 73% of the respondents felt that
it did, while only25% felt it did not. 2% of the respondents did not respond.
Table 4. 3: Whether supervisors have the ability to work with others at all levels ready
to try out new ideas and methods
Frequency Percent Valid
Percent
Cumulative
Percent
Valid No response 3 6.1 6.1 6.1
Difficult to work with
because often touchy and
uncooperative
16 32.7 32.7 38.8
Normally cooperative and
only raise few difficulties
14 28.6 28.6 67.3
Always try hard to co-
operate, easy to work with
6 12.2 12.2 79.6
Co-operate extremely
well with others
9 18.4 18.4 98.0
Others 1 2.0 2.0 100.0
Total 49 100.0 100.0
Source: Survey Data, (2022)
The study in this section sought to find out whether supervisors have the ability to work with
others at all levels ready to try out new ideas and methods. From the findings, 32.7% of the
respondents felt that it was difficult to work with their supervisors because they were touchy
and uncooperative, 28.6% felt that they were normally cooperative and only raised few
difficulties, 18.4% felt that their supervisors co-operated extremely well with others, 12.2%
felt that their supervisors always tried hard to co-operate, and were easy to work with.
6.1% of the respondents did not respond to the question while only 2.0 made other comments
about their supervisors other than the choices given.
Whether there is a link between job satisfaction and performance
Source: Survey Data, (2022)
Figure 4. 8: Whether there is a link between job satisfaction and performance
Asked whether there is a link between job satisfaction and performance in their organisation,
59% of the respondents indicated that there was, while the remaining 31% felt that no link
existed between job satisfaction and performance. Only10% of the respondents did not
answer the question.
Whether the organisation regularly evaluates the HRM policy especially with regard to
motivation
Source: Survey Data, (2022)
Figure 4. 9: Whether the organisation regularly evaluates the HRM policy especially
with regard to motivation
This question sought the respondents‟ opinion as to whether the organisation regularly
evaluates the HRM policy especially with regard to motivation. Fifty nine percent of the
respondents were of the opinion that the organisation does not evaluate the HRM policy
regularly, 23% were of the opinion the organisation regularly evaluates the HRM policy,
while 18% did not respond to the question.
Table 4. 4: Whether it’s possible to satisfy higher needs in all employees who desire it at
the workplace
Frequency Percent Valid
Percent
Cumulative
Percent
Valid No response 3 6.1 6.1 6.1
Need for belonging
through employee
membership and
associations
10 20.4 20.4 26.5
Need for esteem and
status through promotions
23 46.9 46.9 73.5
Need for self
actualizations through
encouraging self
fulfilment
13 26.5 26.5 100.0
Total 49 100.0 100.0
Source: Survey Data, (2022)
Study findings also revealed that majority of the respondents felt the need for esteem and
status through promotions as indicated by 46.9 percent, 26.5% felt the need for self
actualizations through encouraging self fulfilment while the remaining 20.4% felt the need
for belonging through employee membership and associations.
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