SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ON EMPLOYEES INFLUENCE
STAFF MOTIVATION
How Salaries of the Employees influence Staff Motivation in the MTRH
The study findings revealed that 83.83% (mean= 4.19) of the respondents strongly agreed that
better pay motivates employees to work harder, while 78.37% (mean= 3.92) strongly agreed that
the level of Pay contributes to employees satisfaction. Furthermore, 75.67% (mean= 3.79) of the
respondents strongly agreed that other forms of financial benefits such as retirement schemes
contributes to employees satisfaction and 75.43% (mean= 3.77) of the respondents strongly
agreed that good pay keeps employees focused.
How work environment influences the staff Motivation in the health sector
The study findings revealed that 75.95% (mean= 3.90) of the respondents strongly agreed that
good pay keeps employees focused, while 75.51% (mean=3.78) strongly agreed that good work
environment promotes employee commitment to an organization. Moreover, 70.61% (mean=
3.53) strongly agreed Work environment contributes to employees job satisfaction, and 66.2%
(mean= 3.31) strongly agreed that Better work environment is essential for employee
development.
How staffs promotions influence staff Motivation in the health sector in Kenya
The study findings revealed that 77.88% (mean=3.89) of the respondents strongly agreed that
Staff promotions motivates employees to stay with an Organization, while 75.76% (mean= 3.79)
strongly agreed that Majority of employees in the health sector look forward to promotions.
Furthermore, 72.57% (mean= 3.63) strongly agreed that Staff promotions helps the staff to better
understand an organization, and 71.18% (mean 3.56) strongly agreed that Staff promotions is a
key contributor to employee job satisfaction. How staff trainings influences the staff Motivation
in the private health sector in Kenya
The study findings revealed that 76.73% (mean= 3.84) of the respondents strongly agreed that
Employee training shows an organization values its employee, while 72.90% (mean= 3.65)
strongly agreed that Employee training motivates employees to stay with an organization.
Furthermore, 71.35% (mean= 3.57) of the respondents strongly agreed that Employee training
develops employees skills and thus job satisfaction and 68.98 % (mean= 3.45) of the respondents
strongly Employee training enriches an organizations working environment.
Employee Performance
The study findings revealed that 82.53% (mean= 4.13) of the respondents strongly agreed that
Employee performance is high when employees are motivated, while 77.22% (mean= 3.86)
strongly agreed that better employee performance saves an organization the cost of recruiting new
employees. Furthermore, 76.82% (mean= 3.84) of the respondents strongly agreed that Improving
employee performance makes an organization efficient and 72.41% (mean= 3.62) of the
respondents strongly agreed that Improved employee performance helps an organization serve its
customers better.
Conclusions
Keeping employees motivated is a challenging prospect, hence the many theories of motivation
that have been developed over many years. Motivation is a complex dynamic, due to the fact that
people behave differently when faced with the same challenges under similar circumstances.
It is important however to continuously measure employee motivational levels to proactively
anticipate areas of concern that might lead to a decline in the levels of motivation within the
organisation, which could have an adverse effect on the profitability of the organisation due to
reduction in overall productivity and performance. The main purpose of this study was to evaluate
the extent to which employees at MTRH is motivated. Certain areas of concern were identified
during the empirical study, which the researcher analyzed and offered several recommendations
aimed at improving the overall levels of motivation within the organization.
Recommendations
After analyzing the results from the previous chapter it becomes obvious that there are certain
areas that Accenture needs to improve in order to improve the level of organizational
commitment. Based on the research the following recommendations can be put forward to
Accenture:
Salaries
According to literature, salary is a factor and not a motivator and although the literature revealed
that hygiene factors cannot motivate employees, they can lead to employee dissatisfaction if these
factors are not adequately provided for. Therefore it remains important not to neglect any of the
hygiene factors. The study has concluded that job characteristics, ranked as the 2nd most
important factor of motivation, and working conditions, which are both hygiene factors, are more
than adequately provided for by the organisation. Research also revealed that employees will
compare their salaries with their peers to establish if they are fairly or equitably rewarded. Often
they make assumptions that are inaccurate. The researcher is of the opinion that this can be
prevented, to a large extent, if the organisation is more transparent about salaries. Creating pay
grades for each job title, which employees are familiar with, will prevent employees from making
inaccurate assumptions regarding their salaries. Annual salary increases should be inflation
related. It is recommended that exceptional performance is not rewarded through salary increases,
but rather by bonus or incentive schemes. Rewards should be transparent and the basis of
distributing rewards should be communicated to the entire organisation.
Management need to ensure that staff salaries are reviewed annually to ensure that staff wages are
market related. These statistics should also be made available to the entire organisation. It is
important to remember that the cost of replacing a trained individual is far greater than the cost of
retaining an existing one; therefore, ensuring that employees are paid fairly is vital for staff
retention. The researcher is of the opinion that constant communication between management
and employees is essential to prevent dissatisfaction caused by inaccurate assumptions.
Employees should be encouraged to have discussions with management if they have any
remuneration related concerns.
Opportunity for promotions, advancement & growth
Opportunity for advancement and growth is critical to employment development. The
organization‟s commitment toward equal opportunity is important to create a sense of fairness
among employees. Promotion through the ranks, rather than external appointments should be the
preferred method of recruitment. Employees should be prepared for the next level through
ongoing training and development and mentorship programs. Future expansion plans within the
organization should be communicated to employees to prevent employees from being de-
motivated by their lack of awareness of future opportunities. Employees should also be allowed to
apply for positions that arise in related party ventures.
Training & Development
The organization should consider appropriate programs for employee development which is
important to unlock employee potential. The findings of the study suggests that employees wants
the organization (MTRH) to support and encourage more employees to study to further their
careers and enhance their skills and abilities. The benefits of developing individuals, in order to
work smarter rather than harder, far outweigh the costs of training and development. Enhancing
employees‟ skills will greatly enhance the employees‟ expectation that their effort will lead to
desirable performance. This is an important element of the Porter and Lawler model of
motivation. Effort cannot lead to performance if the skills and ability to transfer input into
valuable output is absent.
To enhance on-the-job training, the organization also needs to consider the appointment of a
dedicated fulltime training officer. It is vital that employees are continuously developed in all
areas of their jobs. Employees should be monitored to identify areas where improvement is
required and appropriate training should be introduced to enhance their abilities, which will also
enhance the possibility of future advancement within the organisation.
The training officer can also be responsible for creating e-training. This could consist of exercises,
aimed at enhancing skills, which employees can complete on the organisation‟s intranet.
Employee scores can be made available to the rest of the organisation and it could be promoted as
an internal competition.
A job rotation program, which involves moving employees from one job to another, should also
be considered. The advantages related to job rotation include increased worker flexibility and
easier scheduling due to the fact that employees are cross-trained to perform different jobs within
the organisation. This will also ensure that employees gain a broader perspective of the
organisation.
Employees should also be engaged to establish their training needs. Employees use a variety of
computer software programs. Their abilities should be measured and training should be provided
if required. This will not only enhance the skills of the employee, but could enhance the quality of
their work and could improve productivity if they are trained to use these software packages more
effectively.
Work Environment
The focus of organizations must be on how to provide better jobs with great work environment to
motivate employees. The key to motivating employees is to create an environment employees
choose to work in and will stay given the availability of other job opportunities (Winterton, 2011).
Organizations can create the necessary environment by meeting the needs of current and future
employees. Communication and recognition to employees are essential factors in retaining
employees. Organizations must be able to communicate their past, present, and future plans to
employees so they are secure with the strength and stability of the organization. Research shows
that organizations that are transparent and involve their high performing employees in finding
solutions will be able to retain these individuals during downturns in the economy (Ongori, 2008).
Suggestions for Further Research
The researcher recommends that the organisation conducts a study where the employees‟
performance levels are measured and compared with the results from this study. The aim of such a
study would be to establish if a relationship exists between the levels of employee performance
and the levels of employee motivation.
The researcher further recommends that the levels of motivation of the other functional
departments are also measured. Findings from this study could be compared with the findings
from the current research to identify if significant differences exist in the employees‟ levels of
motivation within the different functional departments. The study could be extended to also
include an investigation to establish if people from different cultures and age groups are
motivated differently.
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