Ainomugisha Olivia.pdf - KIU INSTITUTIONAL REPOSITORY

THE EFFECTS OF MOTIVATION ON EMPLOYEE PERFORMANCE;

A CASE STUDY OF RUKUNGIRI DISTRICT LOCAL GOVERNMENT

BY

AINOMUGISHA OLIVIA

REG. NO 1153-05064-03415

A RESEARCH REPORT SUBMITTED TO THE COLLEGE OF ECONOMICS AND

MANAGEMENT IN PARTIAL FULFILLMENT OF THE REQUIREMENT

.FOR THE A WARD OF A BACHELORS DEGREE OF HUMAN

RESOURCE MANAGEMENT KAMPALA

INTERNATIONAL UNIVERSITY.

MAY, 2018

DECLARATION

I hereby declare that research report entitled "THE EFFECTS OF MOTIVATION ON

EMPLOYEE PERFORMANCE: A CASE STUDY OF RUKUNGIRI DISTRICT LOCAL

GOVERNMENT" is entirely my original work except where acknowledged and that it

has never been submitted before to any other university or any other institution of

higher learning for the award of a Degree.

SIGNATURE .. ~ .. . ....... .... .

AINOMUGISHA OLIVIA

(RESEARCHER)

t~ DATE ... Q ... ~ ... J~.':~: ... '®.J.i . .-

APPROVAL

This research report entitled "THE EFFECTS OF MOTIVATION ON EMPLOYEE

PER.FOR.MANCE " has been submitted for examination with my approval as the

candidate's University supervisor

MADAM ABIRIA PATRICIA

(SUPERVISOR)

ii

fLL, 6 · /g DATE ...... ~! ........................... .

DEDICATION

I dedicate this report to my parents Mr. Muhwezi Emmanuel and Mrs. Ahimbisibwe

Jacinta who have sacrificed a lot for my cause financially, spiritually and been a guide

in attaining the success of my career progression.

iii

ACKNOWLEDGEMENT

Special thanks go to Almighty GOD who has brought me this far may his name be

praised.

Special thanks go to my supervisor MDM ABIRIA PA TRICIA who stood as a leading

guide in my endeavors and his devotion for my cause to excel, may GOD bless you

abundantly.

I owe special debt of gratitude to my parents my brothers and sisters for the financial,

spiritually and emotional support throughout my course, May GOD richly bless your

lives.

Thanks to all employees in Rukungiri local government whose cooperation leads to the

accomplishment of my research project

iv

TABLE OF CONTENTS

DECLARATION ............................................................................................................................ .i

APPROVAL ................................................................................................................................... ii

DEDICATION .............................................................................................................................. iii

ACKNOWLEDGEMENT ............................................................................................................. iv

TABLE OF CONTENTS ................................................................................................................ v

LIST OF TABLES ......................................................................................................................... ix

LIST OF FIGURES ........................................................................................................................ x

LIST OF ABBREVIATIONS ........................................................................................................ xi

ABSTRACT ................................................................................................................................. xii

CHAPTER ONE ........................................................................................................................... 1

INTRODUCTION ......................................................................................................................... l

Introduction ..................................................................................................................................... 1

Background of the study ................................................................................................................. 1

Problem Statement. ......................................................................................................................... 3

Objectives of the Study ................................................................................................................... 4

General Objective ........................................................................................................................... 4

Specific objectives .......................................................................................................................... 4

Research questions .......................................................................................................................... 4

Scope of study ................................................................................................................................. 4

V

Geographical scope ......................................................................................................................... 4

Content scope .................................................................................................................................. 4

Time scope ...................................................................................................................................... 5

Significance of the study ................................................................................................................. 5

Conceptual frame work ................................................................................................................... 5

CHAPTER TWO .......................................................................................................................... 7

LITERATURE REVIEW ............................................................................................................ 7

Introduction ..................................................................................................................................... 7

Concept and definition of motivation ............................................................................................. 7

Fringe benefits and employee performance .................................................................................... 7

Promotion and employee performance ........................................................................................... 8

Effect of remuneration on employee performance ......................................................................... 9

Motivation methods ...................................................................................................................... 10

Relationship between motivation and employees performance ................................................... 14

CHAPTER THREE .................................................................................................................... 15

METHODOLOGY ...................................................................................................................... 15

Introduction ................................................................................................................................... 15

Research Design ............................................................................................................................ 15

Study population ........................................................................................................................... 15

Sample size of the study ................................................................................................................ 15

vi

Sampling Techniques .................................................................................................................... 16

Simple Random Sampling ............................................................................................................ 17

Purposive sampling technique ...................................................................................................... 17

Data collection tools ...................................................................................................................... 18

Quest10nnaires ............................................................................................................................... 18

Interview ....................................................................................................................................... 18

Data Management and Analysis ................................................................................................... 18

Recording ...................................................................................................................................... 19

Editing ........................................................................................................................................... 19

Tabulation ..................................................................................................................................... 19

Coding ........................................................................................................................................... 19

Validity and reliability of the instruments .................................................................................... 19

Content validity ............................................................................................................................. 20

Reliability of the instrument ......................................................................................................... 20

CHAPTER FOUR ....................................................................................................................... 21

DATA PRESENTATION, ANALYSIS AND DISCUSSION ................................................. 21

Introduction ................................................................................................................................... 21

Response rate ................................................................................................................................ 21

Background information ofrespondents ....................................................................................... 21

Gender of respondents .................................................................................................................. 21

vii

Age bracket of the respondents ..................................................................................................... 22

Highest level of education attained by employees ........................................................................ 23

Department to which the respondent belonged ............................................................................. 25

Duration of service ........................................................................................................................ 25

Objective one: Fringe benefits and employee performance ........................................................ 26

Are there fringe benefits given to employees at RDLG? .............................................................. 26

Does the organization recognize the fringe benefits that motivate employees? ........................... 27

Objective two: Promotion and employee performance ................................................................ 29

Does promotion of employees play an important role in the performance of employees? .......... 31

Objective three: Remuneration and employee performance ......................................................... 32

Apart from promotion, fringe benefits, and remuneration are there other factors that

affect employee performance at RDLG ........................................................................................ 33

CHAPTER FIVE ......................................................................................................................... 35

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS ................. 35

Introduction ................................................................................................................................... 35

Summary of Findings/Discussions ............................................................................................... 35

Conclusions ................................................................................................................................... 36

Recommendations ......................................................................................................................... 37

REFERENCES ............................................................................................................................ 39

APPENDICES ............................................................................................................................. 41

viii

LIST OF TABLES

Table 4.1: Showing responses to gender with respondents .......................................................... 22

Table 4.2: showing responses to age brackets of respondents ...................................................... 23

Table 4.3 showing the highest level of education level attained .................................................. 24

Table 4.4: showing department of respondents ............................................................................ 25

Table: 3.1 sample of the study ...................................................................................................... 16

Table 4.5 showing the duration of service of respondents ........................................................... 26

Table 4.6 showing whether there were fringe benefits given to employee .................................. 26

Table 4. 7 showing whether the organization recognizes the fringe benefits that motivate

employees ...................................................................................................................................... 28

Table 4.8 showing whether promotion was carried out at RDLG ................................................ 29

Table 4.9 showing effect of promotion on employee performance .............................................. 30

Table 4.10 showing whether promotion plays an important role in performance of

employees ...................................................................................................................................... 31

Table 4.11 showing whether there wasany form of remuneration at RDLG ................................ 32

Table 4.12 showing other factors that affect employee performance ........................................... 33

ix

LIST OF FIGURES

Figure 1.1 showing the conceptual framework ............................................................................... 6

X

HRO

SHRM

RDLG

CAO

PPO

LIST OF ABBREVIATIONS

Human Resource Officer

Strategic Human Resource Management

Rukungiri District Local Government

Chief Administrative Officer

Principle Human Resource Officer

xi

ABSTRACT

This study was conducted to find out the effect of motivation on employee performance

of Rukungiri district local government (RDLG), based on the objectives to examine the

effect of motivation on employee performance. find out the effect of remuneration on

employee performance as well as the effect fringe benefits on employee performance of

employees at RDLG. The researcher used analytical research design to establish a

relationship between exhaust all areas in the research. Sample size of 30 employees

from various departments was used; sampling techniques used were purposive and

simple random sampling techniques. Questionnaires and interviews were used to collect

data which was processed by recording, editing, tabulation and coding. The findings

revealed that motivation affects the performance of employees positively and

negatively when motivational tools are not in place, employee's morale decreases. Then

decline in performance, absenteeism. Positively motivational tools such as allowances,

training and appreciation improve employee's morale and performance. The

respondents agreed that motivational tools such as fringe benefits, promotion, and

remuneration improve employee's level of performance. The researcher recommended

that RDLG should consider mentorship and coding the training its staff to equip them

with more skills in order to improve their performance, RDLG should also find a way

of improving on early payment of salaries and wages. Finally the researcher

recommended the areas for further study which were getting the right motivation tool

for a given employee and the impact of employee's health and safety measures on their

level of motivation.

xii

Introduction.

CHAPTER ONE

INTRODUCTION

This chapter discusses the background of study, statement of the problem, purpose of

the study scope of the study, significance of the study and the conceptual framework.

Background of the study.

The word motivation is derived from a Latin word "mover" which means to move.

According to Berbbard Bevelson and Gravy Steiner (1964) motive means the inner

wishes aims goals and activities that directs behavior towards goals. Motivation is the

activation of goal-oriented behavior (Wikipedia 201 OJ

Motivation is seen as the most important concept of psychology, motivation of

employees is very vital for managers in most organizations. This enables employees to

increase on their morale, employee productivity and improving on the standards of

living which lead to achievement of the organizational goals and objectives.

Tripathi and Reddy (1993) defines motivation as the process of channeling a person's

inner drives so that he accomplishes the goals of the organization.

G. A Cole of personnel and human resource management defines motivation as a

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

achieve personal goals. Such a definition excludes the operation of reflex behavior and

focuses on individual choice. Exercising choice is not just a rational process but one

which is considerably affected by the emotions and deeply held values of the

individual.

Motivation of employees becomes challenging especially when the organizations have

considerably changed the job role of the employees or have lessened the hierarchy

1

levels or have chucked out a significant number of employees in the name of down

sizing or right-sizing. Ce1iain firms have chosen to hire and fire and paying for

performance strategies nearly giving up ·motivational efforts. These strategies are

unsuccessful in making an individual overreach himself (Aswathappa K. 2008)

Motivation is a set of courses concerned with a kind of strength that boosts performance

towards which human behavior is directed, the process through which goals are pursued

and achieved and a social factor.

Employees without goals will be naturally aimless, therefore provide them with clear

achievable goals and make sure there is a measurable performance.

Most employers motivate their employees through various ways such as providing

employee remuneration, provision of fringe benefits which creates a good working

environment leading to increased employee morale and also improving on employee

performance. Organizational goals turn to use financial motivational aspects like

bonuses, higher payroll pensions, and sick allowances, risk payments to reward and

retain their employees and enhance their performance. Employee motivation promotes

work place harmony and increased employee performance. It is the key to long term

benefits for the company. Motivated employees means staff retention and company

loyalty which in short will give birth to growth and development of business (Jishi

2009).

The Oxford English Dictionary defines performance as the accomplishment of anything

ordered or undertaken. This refers to the output/outcomes ( accomplishment) but also

states that performance is about doing the work as well as being about the results

achieved.

A more comprehensive view of performance is achieved if it is defined as embracing

both outcomes and behavior (Brumbach 1988). Performance means both behavior and

results. Behavior emanate from the performer and transforms performance from

2

abstraction of action. Not just the instrument for results behaviors are also outcomes in

their own right. The product of mental and physical effort applied to tasks and can be

judged apart from results.

Organizations have to adopt ways of employee motivation in ways that they have to

provide conducive working environment, provision of fringe benefits which enable

them to work and achieve the goals and objectives.

Organizations performance will depend on the way employees are treated at the work

place for example when employees are provided with fringe benefits they tend to work

hard and this leads to high employee performance and achievement of the

organizational goals and objectives. There is also provision of incentives and maintain

human potential that serves as the back bone for organizations (cited by Wagner and

Solved 2000) organizations should induce their employees to work hard at the work

place aiming at improving on organizational performance and encouraging employee

motivation and productivity (M.L Mathis 1990) organization renewal is increasing in

areas such as finance production and marketing but also critical in intervened fields of

managing people at the work place. (Armstrong 1996).

Problem Statement.

Rukungiri district local government motivates its employees using various tools such as

fringe benefits, bonus payment, employee training, and allowances. Despite of all such

efforts to motivate staff, performance had remained poor. This is due to lack of

productivity rate, reduced working morale, late reporting at work among others.

However for some years it has appeared that motivation in RDLG has become a hazard,

unplanned and unsystematic and this has led to high turnover rate and less productivity

within the local government organization. All this information was captured while

interacting with employees within the local government during the annual report [2016-

2017] made by the inspector general of local government Rukungiri district.

3

Objectives of the Study

General Objective

Examine the effect of motivation on employee performance at Rukungiri district local

government.

Specific objectives.

• To analyze the effect of fringe benefits on employee performance.

• To find out the effect of promotion on employee performance.

• To examine the effect of remuneration on employee performance.

Research questions

• What is the effect of fringe benefit on employee performance in RDLG?

• How did promotion lead to employee performance in RDLG?

• What was the effect of remuneration on employee performance in RDLG?

Scope of study

Geographical scope

The research study was can-ied out at Rukungiri district local government (RDLG).

Found in western Uganda in the Kigezi region. It bounders Kabale Kanungu and

Ntungamo districts all located in western Uganda between .it has two groups of tribes

that is to say Banyakore and, Bakiga people in the region.,

Content scope

The content scope of the study was about an analysis of the effect of motivation on

employee performance in RDLG. Specifically how fringe benefits, promotion and

remuneration affect employee performance in RDLG. 4

Time scope.

The research study took a period from 2017-2018march.This was enough for the

respondents to fill in the questionnaires which were given to them such that the

respondent is able to capture information about Rukungiri district local

government. [RDLG]

Significance of the study.

The research study provided information about the effect of motivation on employee

performance at the place of work.

The research study helped the management of RDLG to discover the effect of

motivation on employee performance. That is it helped them come up with better

motivation techniques which could improve performance.

The study benefited policy makers for example international labor organizations,

workers union and other government organizations to come up with effective realistic

policies of motivating employees. To students, the research findings enabled the student

to improve on their skills particular field of study and it is to also enabled them have a

practical approach to solving related problems.

Conceptual frame work.

The conceptual frame work of the study illustrated below.

A conceptual frame work of the assessment of the effect of motivation on employee

performance. It showed the independent variables which influence the dependent

variable and then the intervening variables which affect the relationship between the

independent and dependent variables as shown below.

5

Figure 1.1 showing the conceptual framework.

Independent variable Dependent variable

Motivation Performance

• Promotion • Productivity

• Remuneration • Completion of tasks

• Fringe benefits • Commitment

Intervening "ariables

• Qualification

So • Organizational

urce: Researcher 2018 culture

From figure 1.1 above motivation is an independent variable well as the performance of

employees is a dependent variable. Therefore the presence of motivating tools such as

promotion of employees, remuneration, fringe benefits will lead to increased

productivity, completion of task, commitment and hardworking among others.

However the presence of intervening factors such as availability of funds,

organizational culture, and qualification affect the relationship between the independent

variable and the dependent variable. For example if a worker is promoted as a

motivating factor there will be increased productivity, high employee morale hence

increasing performance. On the other hand if an employee is not motivated this will

reduce the morale for work leading to low productivity, employee turnover. However it

should be noted that as much as motivation affects performance, there are other factors

that may intervene and affect performance other than motivating employees.

6

Introduction

CHAPTER TWO

LITERATURE REVIEW

This chapter comprises the review of the related literature. Literature review plays a

very crucial role in assisting the researcher to compare results of research that intends to

carry on.

Concept and definition of motivation.

Motivation is derived from a Latin word "Movere" which means to move. Motivation is

the activation of goal- oriented behavior (Wikipedia 201 0).To (Nelson and Quick

20030 motivation is the process of arousing and sustaining goal oriented behavior. Yet

Luthan ( 1998) sees it as the process that arouses, energizes, directs and sustains

behavior and performance, while Pinder (1998) defines motivation as the set of internal

and external forces that initiate work related behavior and determines it form direction,

intensity and duration.

The sited definitions have some implicative commonalities. First, motivation is in built

in every human being and only needed to be activated or aroused. Secondly motivation

is temporal as a motivated person at one time can become unmotivated at another time.

Hence individual must be sustained after it has been affectively activated. Thirdly, the

essence of individual motivation in an organization setting is to align employee's

behavior with the organization. That is to direct the employees thinking performance

towards effective and efficient achievement of the organizational goals.

Fringe benefits and employee performance.

According to AL Kerry (2000) fringe benefit is a form of pay for the performance of

service for example you provide an employee with fringe benefits when you allow the

employees a vehicle to commute to work from home, providing housing for employees,

7

giving them company medical allowances among others. Employees tend to work hard

hence leading to high employee performance.

In RDLG employees are given fringe benefits but do not satisfy them given the fact that

an employee is allowed medical treatment for himself alone without including his or her

dependent which could be the family but still unsatisfied with such benefit thus

affecting their performance at work.

Promotion and employee performance

According to Yoder and Mathis (2000) contented that promotion is the ultimate

motivating factor for any employee because it moves an employee forward in hierarchy

of concern added with additional responsibility, higher respect, honor with increase in

grade pay and allowances which motivates an employee hence leading to employee

performance. This is in line with the research st11dy; therefore the study was to find out

how promotion led to employee performance.

According to Tjinsite and Torrington, (2001) said that promotion stimulates self

development and creates interest in the job. In countries like India, employee promotion

are withheld by employers if any inquiry is pending on concerned employees due to the

disobedience of duties or misuse of his powers especially in government departments.

Employees should not show any discrimination between men and women with regards

to promotion therefore the research study was to examine how.

Promotion is a form of recognition for employees who make significant and effective

work contributions. Consequently a dilemma arises in organizations since repeated

promotions generally place an employee in a management role. Employers are

challenged to provide alternate career paths for example who deserve the benefits

recognition provided by a promotion, but do not aspire to manage the work of other

employees. Therefore promotion has to be based on the organization (Gary Dressler

2000).

8

Individual contributions must be eligible for promotions that recognize and reward their

role as contributions. A promotion is a powerful communication tool about what is

valued within an organization. Thus promotions must be available to employees who

play any role in the contribution of work and value (Dessler.G 2000)

From the citation of the heads of department at RDLG, promotion is carried out but the

problem is that employees are promoted without training them this means that they are

incompetent for the jobs they are placed in thus leading to poor output by the

employees.

Effect of remuneration on employee performance.

According to Elton (2001: 2003) he defined remuneration as the reward or

compensation given to the employees for their performance. According to the

management study guide remuneration is a method of promoting morale increasing

motivation and fostering team cohesion. There are two types of remuneration and are

piece rate method and time rate method. The former is the compensation based on unit

productivity such as writing a software programs or assembling a unit. The latter is the

time an employee spends on a job such as finishing a project before a deadline.

According to Mathis and Robbins (2003 ), contended that remuneration increases

overall employee moral provided the benefits are regarded as equitable in other words

giving them incremental bonuses based on which an employee is the most productive

and so on. Overall morale improves if each employee is set on high goal that only one

employee can achieve

According to the Investopedia (20 I 0) explains remuneration as the total compensation

received by an executive who includes not only the base pay salary but options bonuses

expense account and other forms of compensation. Remuneration can motivate

employees to be more productive but does not have to necessarily be compensation

based. Remuneration can also be praise or recognition.

9

Nylon and Torring (2003) also defined employee remuneration as the reward or

compensation given to the employees for their work performances. Remuneration

provides basic attraction to an employee to perform the job efficiently and effectively.

A salary constitutes an impo1iant source of income for the employees and determines

their standards of living as salaries affect the employee's productivity and work

performance. Thus the amount and method of remuneration are very important for both

management and employees.

Various studies have been conducted to examine the relationship between motivation

and employee performance. Employee performance can be viewed in a way in which an

individual is able to accomplish the tasks assigned to him/her successfully. Due to the

normal constraints of reasonable utilization of the available resources performance

initially goes up and then declines as an employee becomes demotivated at work.

Therefore there need not be any quantifiable relationship between the two that is

motivation and employee performance.

Motivation methods

Rhemebergen [2002] have described core motivation as the process organizations

deliberately undertake in order to motivates employees to meet future challenges.

Management also uses this process to develop proper human resource development

program that ensure employees are motivated and their skills are upgraded as they go

up the organization ladders to occupy positions of higher responsibility.

Motivation facilitates the organizations objective of showing a well-articulated growth

oriented hence flexible path to its employees. Information technology on the other hand

has been hailed as a catalyst of motivation development.

According to Lisk [ 1996], motivation and development approaches can be viewed from

two perspectives that is to say micro and macro practices the macro defines the degree

to the internal career development systems facilitates organizational progression and

10

personal enhancement to equip employees with relevant skills for further work demand.

These approaches include career development information technology and 360

feedbacks.

Promotion and remuneration are also method used to motivate employees within the

organizations .when employees are promoted ,they feel that they are part and partial of

the organization which makes them become more motivated hence leading to improved

productivity ; high income generation within the organization.

Motivation

Motivation is the most important matter for eve1y organization public or a private

sector. For the success of any organization motivation play an important role. All

organization encounters the matter of motivation whether they are in the public or

private sector (Chintallo & Mahadeo, 2013). According to Chaudhary and Sharma

(2012), the word motivation is derived from "Motive". The meaning of "motive" is

needs, wants and the desire of the persons. So that "employees' motivation means the

process in which organization inspiring our employees with the shape of rewards,

bonus etc. for achieving the organizational goals.

Petri (1996) states that motivation as the forces acting on or within a person to initiate

and direct behavior. It explains differences in intensity of behavior and why behavior

occurs in one situation but not in another. The meaning of motivation is therefore

particularly useful in its ability to mcrease general understanding and prediction of

behavior. The idea of motivation overlaps with the concept of morale, meaning the

extent to which the employee feels positive or negative about his or her work.

Chaudhmy and Sharma (2012) stated that 21 work motivation is an invisible, internal

and hypothetical construct and that researchers therefore have to rely on established

theories to guide them in the measurement of observable manifestations of work

motivation.

11

Employee motivation is one of the important factors that can help the employer to

improve employee and organizational performance. Through employee motivation, the

employer can encourage the employees by enhancing their skills and also by improving

their morale. Bowen and Sadri (2011) highlighted the importance of talent retention by

using the motivational theory of employees. For this purpose, Bowen and Sadri (2011)

used Maslow's theories of motivation where intrinsic and factors of motivation were of

great importance. These factors ultimately led to job satisfaction which helps talent

retention.

According to Maslow (I 943), employees constantly desire next circumstances which

they do not yet have. Once lower need has been satisfied, people try to achieve the next

level. Therefore, lower need no longer acts as a motivation factor. The need of the next

higher level in the hierarchy has become the motivation factor. People search ways to

achieve the demand of next level. Maslow (1943) gave a theory called Maslow's

Hierarchy of Needs where motivation helps an individual to satisfy his basic needs.

Abraham Maslow depicts the needs as a pyramid with five levels. The lower level in

the hierarchy is the Man's basic and more powerful need which influence on the

person's behavior. Starting from the lowest level, the five levels are the physiological

needs which satisfy basic human needs such as air, food, water, sleep and shelter. If any

of these needs are not satisfied the employee's focus on the job at hand comes down.

Then next comes the Safety needs which include personal security, health and well

being employment, financial security, family, property ownership and protection from

arbitrary exercise of authority. Social needs are the needs of people for family, love and

friendship, and also to feel a sense of belonging. Employees in the workplace must feel

that they belong and can identify with the rest of the workforce. Organizations should

have a strategy that satisfies these needs to prevent or reduce anxiety, insecurity and

stress among employees which ultimately helps in improving employee productivity

(Maslow, 1943 ). Esteem needs are the needs that are derived from recognition resulting

in feelings of acceptance, prestige and status. Employees who are satisfied with the 12

needs of the self-esteem can result in feelings of adequacy, confidence and competence.

This esteem needs give the employees a sense of imp01iance and also provide them

with opportunities to contribute.

People also need to feel self-confident and a sense of achievement to respect others and

to be respected in return. If esteem needs are not full-filled, employees will feel

discouraged and inferior this affects their enthusiasm and performance level. Growth

needs are the needs which employees' needs for growth and self-actualization. Self

actualization stage is the one which is achieved with the full potential in their personal

life and in their career. Employees want to realize their aspiration and also want to

attain the highest possible level in their job. People need opportunities to express their

creativity and their ability in problem solving. Maslow (1943) contended that growth

needs have lasting motivational effects on employees, helping them to maintain and

improve their work performance. The needs from the second to the fifth level are

psychological needs. It is said that satisfaction of these needs are not as powerful as the

first level of needs in influencing people's behavior. Even after being the low level

needs are lower in the order of priority they are highly important in nature. The need for

self-actualization is the highest level of needs. This has profound effect on employee

interest and commitment.

The application of Maslow's (I 943) motivational theory to the context of employee

retention according to Shuck and Herd (2012), was that a manager does not necessarily

do the work of meeting an employee's needs, rather an employee is motivated by their

lowest level of unsatisfied need. Consideration of Maslow's motivational theory

provided a critical link between an employee's work motivation and a manager's

continuous adaptation to employees' changing needs to keep their workforce motivated

(Shuck & Herd, 2012). A complete understanding of the full need framework might

underpin employee retention (Maslow, I 943, Shuck & Herd, 2012). An employee's

external values and unmet needs could hinder the achievement of self-actualization

within a work environment. An individual's external values are affected by the actions 13

of an organizational manager that lacks strategies to improve employee retention, social

groups and association. Maslow (1943) found that people change to fulfill the

individual need for personal growth. The unique motivation for self-actualization

causes individuals to pursue need resolution.

Relationship between motivation and employees performance.

Myles (2002], states that accompany that seeks to motivate its employees well and "

reword them for their performance has its employees in return motivated and thus they

are more likely to be engaged in their wok hence improving performance and loyalty to

their organization.

These some employees, being the point of content with clients will provide a better

service leading to more business and more referrals from satisfied clients .the increase

in sales referrals and repeat organization will translate into increase in organizational

profits thus improving service delivery.

14

Introduction

CHAPTER THREE

METHODOLOGY

This chapter dealt with the techniques or methods opted to be used during the process

of data collection. It consisted of research design, population of the study, and sample

of the study, research instruments, and methods of the data analysis.

Research Design

According to CR Kothari (2005), research design is the arrangement of conditions for

collection and analysis of data in a manner that aims to combine relevance to the

research purpose within the procedure.

The researcher used explanatory research, which is research conducted for a problem

that has not been studied more clearly, established priorities, develops operational

definitions and improve the final research design. This is because it helped to determine

the best research methods, data collection methods and selection of subjects.

Study population

According to Sekaran (2003), population refers to the entire group of people, events or

things of interest that the researcher wishes to investigate.

Population may refer to a group of respondents or group sharing some feature in

common. The study population was the total of 50 employees of Rukungiri district local

government both at the top, middle and line employees of Rukungiri district local

government.

Sample size of the study.

According to Henemon (2000), sample constitutes a population in any field where all

items are put under consideration. 15

Sampling is a way of gathering statistical information using a few elements chosen out

of the study population to represent the whole population.

The sample size of 30employees was selected and involved in the study at Rukungiri

district local government. They were be picked from various departments like human

resources office, accounting, records office, works department, education, community

and procurement office among others.

Table: 3.1 sample of the study.

Category of respondents Populatio1;f Sample size Sampling technique

Human resource office 4 3 Purposive sampling

Education department 13 2 Simple random sampling

Accounts department 10 3 Simple random sampling

-~·--~ - - - " -··~

Procurement office 5 5 Simple random sampling

Records office 7 7 Simple random sampling

Other sector workers 11 10 Simple random sampling

Total 50 30

Therefore sample size =3+2+3+2+5+ 15

=30

Sampling Techniques.

Kothari (2005) sampling is concerned with choosing a subset of individual from a

statistical population to estimate characteristics of a whole population. They include;

16

Simple Random Sampling

Simple random sampling was used in the study to select respondents from the various

departments. Simple random sampling according (Ghauri and Gronhaug, 2005) defined

as the best for getting a more accurate representation of a population and it is the purest

form of probability sampling. Simple random sampling was used in the selection of

employees from education depatiment, accounts, procurement, records and other

sectors.

Purposive sampling technique.

Saunders (2016) defined purposive sampling as a non- probability sampling method and

it occurs when elements selected for the sample are chosen by the judgment of the

researcher

This technique was used to collect information from specified respondents (top

management). This was because they had knowledge about motivation. Purposive

design was also done in the selection of the sample to managerial level aimed at

collecting data.

Sources of data.

Data for the survey conducted was sourced from both the pnmary and secondary

sources. Primary data is data collected from the field survey to be conducted with staff

and management ofRDLG.

Secondary data has to do with aspects of information sourced from books articles

journals repotis and other relevant documents related to the subject matter under the

study.

17

Data collection tools.

The researcher employed a wide range of methods to collect data as provided by

Kothari (2005) and these were;

Questionnaires.

Through this method the researcher set questions which were posted for the respondents

(these were the line employees of RDLG) and they were filled by them. Closed and

open ended questions were preferred because they helped the respondent to make quick

decisions and also helped the researcher to code the information easily for subsequent

analysis.

Generally questionnaires were preferred by the researcher because they were flexible

when conducted personally, easy to analyze, covered a wide range of people. The

questionnaires contained the background information of the respondents, fringe benefits

used to motivate people, relationship between promotion and employee performance,

and role of remuneration on employee performance.

Interview

There was direct face to face interaction between the researcher and the respondent (this

was applied to the senior human resource manager of [RDLG). It was used by the

researcher and hence no rigidity and a number of questions were asked and more

information in depth was obtained from the respondent.

Data Management and Analysis.

This technique helped the researcher to investigate the topic handled by different

scholars in the past. The data collected was edited for completion, consistent and

reliability. Data was categorized and summarized into frequency and percentage tables

facilitate by respondents and interfering meaningful conclusion were edited and

compiled together.

18

Recording.

The data recorded was findings done after interviewing and posting of questionnaires

given to the concerned people in the organization.

Editing.

This was done immediately after collecting data and before compiling the report. This

was done with the purpose of detecting errors and omission so that they can be

rectified.

Tabulation.

Wilkinson and Bhandarkar (2005), defines tabulation as a summarization of results in

terms of statistical table, they further added that it is only when raw data is divided into

groups and counts made of the number of cases falling in various groups possible for

the researcher to determine what the results mean and to convey findings to the

consumer in a form which can be readily understood, in addition it saves time, less

likely to produce error and very convenient. Here data was presented in tables for easy

reading. The proposition of the whole survey population giving more likely views about

the question asked was established.

Coding

Coding of response was done after the collection of data manually by calculation and

tabulation as well as the percentage and conclusions.

This was under taken with the purpose of making data analysis; it aimed at classifying

data given into meaningful categories.

Validity and reliability of the instruments.

To ensure and maintain validity and reliability m the study the researcher did the

following:

19

Content validity

To ensure validity of the instrument the study seek opinions of experts in the field of

study especially researchers supervisor. According to Bridget and Lewin (2005) validity

is the degree by which the sample of test items represents the content the test is

designed to measure. Validation of the research instruments ensures that the study

collects relevant information to answer the research questions.

Reliability of the instrument

Reliability was ensured through test and re-testing method. Questionnaires were

administered to a small group and then re-administered to the same people. Reliability

gives the internal consistency of the data collected.

20

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND DISCUSSION

Introduction

This chapter contains the presentations of the research findings on the effect of

motivation on employee performance in RDLG. It contains the rates of RDLG

demographic data already existing and the information presented.

Discussion and analysis of the different responses to some key questions is also in this

chapter.

Response mte

Out of a sample size of 30 respondents, 20 (67%) managed to respond to the

questionnaire instrument, while 10 respondents, that is, (33%) were not in position.

This non response may be attributed to factors like failure to get time due to their tight

work schedules. Therefore the response rate of 67% was used.

Background information of respondents.

This section shows the gender of respondents, marital status, highest level of education

and duration spent in service.

Gender of respondents.

Respondents were asked to state their gender and the following data was obtained.

21

Table 4.1: Showing responses to gender with respondents.

Gender Frequency I Percentage

Male 16 80

Female 4 120

I Total 20 I 100

i I I i

Source: primary data 2018

The above presentation shows that the gender sensitivity of the respondents in which

80% of the respondents were male and the female counterparts made the contribution of

20% towards this research. The major implication behind this is that the researcher was

to express the gender sensitivity and offered opportunity to both genders to express

their views. This information was collected using questionnaires and interview method.

However the large male respondents could be attributed to the fact that there was more

male in comparison with the female counterparts in the research study.

Age bracket of the respondents.

The respondents were asked to show their age brackets and the following data was

obtained.

22

Table 4.2: showing responses to age brackets of respondents.

Age group Frequency Percentage

20-30 6 30

30-40 3 15

40-50 6 30

50 and above 5 25

Total 20 100


The table above shows the analysis of the age bracket of respondents at RDLG, the

findings showed that 30% of the respondents were between 20-30 years, 15% were

between 30-40, 30 % were between 40-50 then 25% of the respondents are above 50.

This implied that RDLG had more employees between 30-40 and 40-50 as such

information was obtained from questionnaires which were given to the respondents.

This maintained skilled and young employees who maintain quality and avoid sho1iage

when employees retire.

Highest level of education attained by employees.

Respondents were also asked to state their education levels and below are the

responses.

23

Table 4.3 showing the highest level of education level attained.

Education level Frequency Percentage

Primary 00 00

Secondary 00 00

Certificate 00 00

Diploma 4 20

Degree 10 50

Masters 6 30

Total 20 100


The above table shows the highest level of education of the respondents whereby 20%

were of diploma level, 50% were of degree level, 30% were of master level. It implied

that the majority of the respondents who participated in the study were the degree

holders with 50% of the total sample population, which revealed that Rukungiri district

local government employs mostly of university graduates than other education levels as

they are more experienced and competent enough to offer the best to the people in

regards to achieve the set goals and objectives ofRukungiri district local government.

24

Department to which the respondent belonged.

Respondents were also asked to state the department in which they belong.

Table 4.4: showing department of respondents.

Department Frequency Percentage

Human resource department 1 5

Procurement department 5 25

Accounts department 5 25

Records department 4 20 I

Education department I 5

Works department 4 20

Total 20 100


According to the table above, 5% of the respondents were from human resource

department, 25% were from the procurement department, 25% were from the accounts

department, 20% were from the records department, 5 % were from the education

department and 20% were from the works department. This showed that more

respondents who answered the questionnaires were from the accounts and procurement

departments.

Duration of service.

Respondents were also asked to state their duration in service and below were the

responses.

25

Table 4.5 showing the duration of service of respondents

Duration Frequency I Percentage

1-5 5 i 25

6-10 9 45

10 and above 6 30

Total 20 1100 ;

--·----------- -~·- -Source: primary data 2018

From the research made, it indicated that 25% of the respondents had served RDLG for

a period of 1-5 years, 45% had served for 6-10 years and 30% had served for 10 and

above. Therefore it implied that RDLG had more employees who had served for 6-10

years.

Objective one: Fringe benefits and employee performance

Are there fringe benefits given to employees at RDLG?

Respondents were asked whether there were fringe benefits given to employees at the

organization and these were the responses.

Table 4.6 showing whether there were fringe benefits given to employee.

Responses Frequency Percentage

Strongly agree 5 25

·-

Agree 15 75

Not sure 00 00

26

Strongly disagree 00 00

Disagree 00 00

Total 20 100


From the research findings it revealed that I 00% of the respondents agreed that there

were fringe benefits. This data was got by the use of questionnaires as presented above

in the table. They stated some fringe benefits like medical allowance; leave pay,

housing allowance, transport, this in line with AL Kerry (2000) where he said that

fringe benefits being a form of pay for the performance of service. For example when

you provide your employees with fringe benefits such as housing allowances, medical

allowances among others, employees tend to work hard hence leading to high

performance.

The researcher also interviewed the Human Resource Officer about the kinds of fringe

benefits used to motivate employees and stated examples like leave pay, transport

allowances, overtime pay among others which motivate employees towards high

performance thus affecting employee performance at RDLG.

4.2.2 Does the organization recognize the fringe benefits that motivate employees?

The respondents were asked whether the organization recognizes the fringe benefits that

motivate employees and below were the responses.

27

Table 4. 7 showing whether the organization recognizes the fringe benefits that

motivate employees.


Strongly agree 11 55

-~--Agree 4 20

Not sure 00 00


Disagree 2 10

Total 20 100


From the above table 75% of the respondents strongly agreed that the organization

recognizes the fringe benefits that motivate employees, 25% disagreed that the

organization did not recognize fringe benefits that motivate employees. Such data was

obtained by the use of questionnaires which were answered by the employees. In

regards to the interview method where the research had an interaction with Human

Resource Officer who stated various fringe benefits that motivate workers like bonus

pay, overtime pay, leave allowances among others The same according to AL Kerry

(2000), where he said that giving employees fringe benefits motivates them more, thus

increasing their morale to work hard leading to high performance.

Those who disagreed were not satisfied with such fringe benefits, thus not being

motivated by the various kinds of fringe benefits provided at Rukungiri district local

government

28

Objective two: Promotion and employee performance

Is promotion carried out at Rukungiri district local government?

The respondents were asked whether there was any promotion carried out at RDLG and

these were the responses.

Table 4.8 showing whether promotion was carried out at RDLG.

Response Frequency Percentage

Strongly agree 10 50

Agree 5 25

--~-· - -- --· - . - -··- ----· -~---- - -Not sure 00 00

Strongly disagree 00 ;

00

Disagree 5 25

Total 20 100


The table above shows that 75% of the respondents agreed with the concept, and 25%

disagreed which information was obtained from the questionnaires. It meant that there

was some promotion taking place at RDLG as a motivating factor to improve on the

moral of the employees Which is in line with Yoder and Mathis (2000) who contended

that promotion is the ultimate motivating factor for any employee because it moves an

employee forward in hierarchy of concern added with additional responsibilities, high

respect, and honor with increase in grade pay and allowances which motivates an

employee leading to performance.

However, 25% who disagreed and said that there was no promotion meant that they had

not seen it happen to them personally, so they concluded that there was no promotion 29

smce they had never been promoted despite their efforts at work, thus affecting

employee performance at Rukungiri district.

Using the data obtained from the interviews, the researcher interviewed the Human

Resource Officer about whether employees were often promoted at RDLG and he said

that employees are promoted as in most of the departments there are seniors and then

their assistances for example the senior account often helped by the assistance in

service delivery.

Is there any effect of promotion on employee performance?

The respondents were asked if their existed any relationship between promotion and

employee performance and this is what they stated.

Table 4.9 showing effect of promotion on employee performance

Response ' , Frequency ' Percentage

Strongly agree 8 40

Agree 10 50

Not sure 00 00

Strongly disagree I 5

Disagree 1 5

Total 20 100


The table shows that 90% of the respondents strongly agreed with the concept and 10%

of the respondents disagreed. Therefore, it implied that there was a relationship between

promotion and performance of employees as the majority agreed, and stated that it

motivates employees, calls for increased salaries and privileges thereby increasing 30

moral and thus improved performance as information obtained from the questionnaires.

The I 0% respondents who disagreed stated, that promotion calls for more

responsibilities causing work load, which may not improve performance thus affecting

performance at RDLG Information got from the questionnaires and interview.

The researcher interviewed the Human Resource Officer who stated the vanous

criterions followed while promoting employees at RDLG such as basing on

performance, seniority, merit and ability, experience among others. This in line with

Gary Dessler (2000) where he said that promotion is a form of recognition for

employees who make significant and effective work contributions. Therefore promotion

has to be based on seniority or competence in the organization thus affecting employee

performance.

Does promotion of employees play an important role in the performance of

employees?

The respondents were asked whether promotion of employees play an important role in

the performance of employees.

Table 4.10 showing whether promotion plays an important role in performance of

employees


Strongly agree 9 45

Agree 2 10

Not sure I 5


Disagree 2 10

Total 20 100 - - - - - ----- ~-- ------ -

Source: primary data 20 I 8 31

From the table above, it shows that 55% of the employees agreed with the concept, 5%

not sure, and 40% disagreed that promotion plays an important role in the performance

of employees as data obtained from the questionnaires. This implied that promotion at

Rukungiri district local government played an important role in the performance of

employees since the biggest percentage strongly agreed and others also agreed. The

same in line with Tjinsite and TotTington (2001) said that promotion stimulates self

development and creates interest on the job, which increases employee morale thus

leading to increased employee performance.

But those who didn't agree indicated that to some extent promotion was not an

important role in employee performance as it at times based on favoritism, thus

affecting performance at RDLG.

Objective three: Remuneration and employee performance

Is there anyremuneration carried out at RDLG?

The respondents were asked if there wasany form of remuneration at RDLG and below

was what they stated.

Table 4.11 showing whether there wasany form of remuneration at RDLG.


Strongly agree 4 20

Agree 15 75

Not sure 00 I 00

Strongly disagree 00 00 --- --- --~-- - --·---· - . - - -~-~--- ~-

Disagree 1 5

Total 20 100


32

From the above table 95% of the respondents agreed that there were remunerations, 5%

respondents disagreed, which information obtained by the use of questionnaires and

presented in the table. Those who agreed gave examples of remuneration such as base

pay, salaries and wages thus motivating employees to perform which is in line with

Investopedia (2010), explains remuneration as the total compensation received by an

executive who includes not only the base pay salary but bonuses and other forms of

compensation. And the 5% of the respondents who disagreed with the concept said that

they had never received any form remuneration thus affecting employee performance at

RDLG.

Basing on information obtained from the interviews, the researcher interviewed the

HRO whether employees of RDLG do receive their remuneration in time and said that

all possible measures are taken to ensure that employees receive their remunerations

accurately and in time but clue to unavoidable circumstances, employee remunerations

at times delay making them unable to meet their needs thus affecting their performance.

Apart from promotion, fringe benefits, and remuneration are there other factors

that affect employee performance at RDLG.

Table 4.12 showing other factors that affect employee performance


Strongly agree 7 35

Agree 5 25

Not sure 1 5


Disagree 6 30 ---

Total 20 100


33

From the table above, 60% of the respondents strongly agreed with the concept, 5%

were not sure whether there were other factors that influenced performance and 35% of

the respondents disagreed. Those who agreed listed other factors which included

training, appraising of employees, stress, job security and delegating work. Therefore

there being many other factors that affect performance of employees apart from

promotion, fringe benefits and remuneration.

To those who disagreed had never had never realized other factors that affect employee

performance than fringe benefits, promotion and remuneration at Rukungiri district

local government.

34

CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

5.0 Introduction

This chapter presents the summary of the findings of the study for the previous four

chapters. It also includes the conclusions, recommendations for the study and areas of

further research.

Summary of Findings/Discussions

Effect of fringe benefits on employee performance ofRDLG.

In the study it was found out that Rukungiri district local government tries so much that

they give out the benefits that suites their employees

IMC also ensures that the giving of benefits is done on merit and they also understand

the fact that the people need to be given extra support alongside their monthly base

salaries which motivates employees thus affecting the performance of employees at

Rukungiri district.

Effect of promotion on employee performance ofRDLG.

The study found out that RDLG considers several factors when promoting such as

performance and it's done after carrying out performance appraisal, and one who

qualifies gets the chance to be promoted. Experience is also considered at Rukungiri

district local government and done by simply referring to the time person has spent in

service before they consider promotions. When employees have been confirmed in

service training takes place such that they gain competence for their new position,

increased salaries and also granting of some benefits to the promoted people such that

they get motivated to do work thus affecting employee performance at Rukungiri

district.

35

Effect of remuneration on employee performance of RDLG.

Upon the study found out that Rukungiri district considers many factors when they are

to give out remuneration.

They consider the fact that they have to pay their employees salaiy and of cause they

ensure that their employees are paid at the right time.

They ensure that they pay their employees a reasonable amount of salary according to

their jobs rank level of experience and seniority in doing job, their handling of issues

while at work this implies that employees at Rukungiri district local government are

motivated using remunerations. Thus affecting performance of employees at Rukungiri

district.

Conclusions.

Effect of fringe benefit on employee performance ofRDLG.

From the findings, it can be concluded that Rukungiri district local government

provides various fringe benefits like medical allowances, leave pay, transport allowance

to employees. Such benefits act as motivating factor to employees which increases their

moral towards work hence affecting employee performance.

Effect of promotion on employee performance of Rukungiri district local

government.

From the study, Rukungiri district considers vanous factors while promoting its

employees like merit and ability, seniority, experience, appraisal results among others.

Such criterion makes it easy for those who are promoted to higher positions meet the

needed requirements of the job, thus affecting employee performance.

36

Effect of remuneration on employee performance of Rukungiri district local

government.

Basing on the findings Rukungiri district pays a reasonable amount of pay/salary

employees according to the job rank levels or grading scales in addition to other

benefits and allowances. It makes them able to meet their personal needs of life and for

their families thus increasing their moral for the job hence affecting employee

performance.

It can be concluded that Rukungiri district local government uses various motivation

tools which can be categorized in two types regardless of whether the motivational

states are internally or externally driven. These included intrinsic motivation and

extrinsic motivation. It can therefore be concluded that there were two types of

motivation tools that Rukungiri district local government uses which are the financial

and non-financial tools. The non-financial tools used at Rukungiri district included

proper delegation of tasks, promotion of staff who excelled well, job security, provision

of welfare like breakfast among others. And financial tools such as salaty and

performance related pay.

Recommendations.

Effect of fringe benefit on employee performance of Rukungiri district local

government.

RDLG should provide fringe benefits which meet employee's expectations so as to

satisfy them. In turn employees will tend to work hard as they feel their efforts are

valued in the organization. Such feelings motivate them towards performance thus

affecting employee performance.

37

Effect of promotion on employee performance of Rukungiri district.

While promoting there shouldn't be any discrimination and bias among employees.

Only eligible employees should be promoted, provided with training necessaty to meet

the job duties. As such employees will be provided with the knowledge and skills to

perform thus affecting employee performance.

Promotion of an employee shouldn't call for more responsibilities as it may cause work

load for an individual resulting into stress. In addition promotions should go along with

increased salaries and other privileges which increase employee morale and thus

improving performance.

Effect of remuneration on employee performance of Rukungiri district.

Upon remunerations, Rukungiri district local government should find a way of

improving on early payment of staff salaries and wages, considering provision of

welfare services like monetaty payments to staff.

The researcher therefore recommended that the organization should cany out a study

before using a particular tool. When all the above stated recommendations are

considered, there will be motivation of employees and thus affecting performance at

Rukungiri district local government.

Areas for further research.

The researcher recommends areas for further investigation which were not researched

satisfactorily.

The impact of employees healthy and safety measures on their level of motivation, the

resem·cher was not able to assess its impact on employee performance all the stated

points for research have an effect on the performance of employees at Rukungiri district

local government. The impact of training and development on employee perfotmance

38

REFERENCES

Armstrong. M (2012).A Handbook of Human Resource Management 12thEditionKagon

Page Limited.

Armstrong, LR.( l 996).Personnel Management Practice. London Kagon page limited.

Armstrong, M. (2006)A hand book of human resource management practice. (7th

edition) Kogan Page limited London: U.K.

Aswathappa .K (2013).Human Resource Management Text and Cases.7th Edition

McGraw Hill Education (India) Private ltd New Delhi.

Aswathappa M, (2008).Human Resource Management. Tata McGraw Hill Publishing

Co ltd. New Delhi.

Bhanbr .A. S Practical Aspects of Human Resource Management.Commonwealth New

Delhi.

Chaudhary, & Sharma, (2012).lmpact of Employee Motivation on Performance

.International Journal of Academic Research in Business and Social Science

vol.3 No. 9.

Cole,G.A (2004)Management Theo,y and Practice. (6th edition) Geraldine Lyons:

United Kingdom.

Fisher,S.S. (2003).Human Resource Management, SthEdition Houghton Mifflin

Company Boston. New York.

39

Herzberg (2000).The Motivation to Work.John Wiley and Sons: Publishers.

Maslow A.(1954).Motivation and Personality. Harper and Row: New York.

Saunders, M. Lewis, P. &Thorn hill, A.(2012)Research Methods for Business Students.

6th edition Pearson Education Limited p.288

Saharan (2000)Research Methods for Business: A Skill-Building Approach, (3 edition)

John Wiley & Sons: Inc.

40

APPENDICES

APPENDIX I: RESEARCH QUESTIONNAIRES

Dear respondents,

I am AINOMUGISHA OLIVIA a student of Kampala International University (KIU)

pursuing Bachelors in Human Resource Management canying out research on the topic

"Effect of motivation on employee pe1formance at Rukungiri district.

Therefore I do kindly request you to participate in this study by answering all questions

in this questionnaire. The information obtained for sure will be kept confidential and

only for academic purpose. So feel free and give the most appropriate answer by ticking

in the boxes provided and filling in the spaces provided.

I will be grate full for your positive responses to this request.

SECTION A: BIO DATA OF THE RESPONDENTS.

1. Gender:

Male

Female

2. Age bracket

20-30

30-40

40-50

Above 50

3. Educational Level

41

Primary

Secondary

Certificate

Diploma

Degree

Masters

Other specify ............................................................................. .

4. Department

Human resource department

Procurement department

Accounts department

Records department

Works department

Education department

Others specify .......................................................................... .

5. Duration of service in the organization

1-5 years

6-10 years

IO and above years

42

SECTIONB:

Objective one: Effect of fringe benefits on performance of employees.

1 Are there fringe benefits given to employees at Rukungiri district?

Strongly agree

Agree

Not sure

Strongly disagree

Disagree

2. Does the organization recognize the fringe benefits that motivate employees?

Strongly agree

Agree

Not sure

Strongly disagree

Disagree

SECTIONC:

Objective two: Effect of promotion on employee performance.

I. Is promotion carried out at Rukungiri district?

Strongly agree

Agree

Not sure

43

Strongly disagree

Disagree

If agree, state what they are

·········································································································

·········································································································

If disagree, give some reasons why is not there

2. Are there effects of promotion on employee performance?

Strongly agree

Agree

Not sure

Strongly disagree

Disagree

3. Does promotion of employees play an important role m the performance of

employees?

Strongly agree

Agree

Not sure

Strongly disagree

Disagree

44

If agree, explain briefly

.........................................................................................................

If disagree, explain why

·········································································································

·········································································································

SECTIOND

Objective three: Remuneration on employee performance.

1 Is there any remuneration carried out at Rukungiri district local government?

Strongly agree

Agree

Not sure

Strongly disagree

Disagree

If agree, explain briefly

··························· ··············································································

··························· ··············································································

If disagree, explain why

··························· ······················································ ························

·········································································································

45

2 Apart from, fringe benefits promotion and remuneration are there other factors that

affect performance of employees at Rukungiri district local government.

Strongly agree

Agree

Not sure

Strongly disagree

Disagree

If agree list them .................................................. .

Thanks for your kindness

46

APPENDIX II: INTERVIEW GUIDE

• Give the brief background about motivation.

• Give in your own view what you think the relationship between motivation and

employee performance

• Does motivation have an effect on employee performance?

• What fringe benefits are used to motivate employees?

• How does provision of fringe benefits affect employee performance?

• Are employees often promoted at Rukungiri district local government?

• What criterion is followed to promote employees at RUKUNGIRJ district local

government

• How does this promotion affect the performance of these employees?

• Do employees receive their remunerations in time?

47

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