THE IMPACT OF MOTIVATION ON WORKERS PERFORMANCEA CASE STUDY OF
IGARA GROWERS TEA FACTORY
BY
BUGEMBE FRANCIS
11/U/6631/BEK/PD
A RESEARCH PROPOSAL SUBMITTED TO THE DEPARTMENT OF ECONOMICS AND
STATISTICS IN PARTIAL FULFILLMENT FOR THE REQUIREMENT OF THE AWARD
OF THE BACHELOR OF ECONOMICS ANDSTATISTICS OF KYAMBOGO
UNIVERSITY
TABLE OF CONTENTCHAPTER ONE: INTRODUCTION21.1 Background to the
study21.2 Statement of the Problem51.3 General objective of the
Study61.4 Specific objectives of the study61.5 Hypotheses61.6
Significance of the study6CHAPTER TWO: LITERATURE REVIEW92.1
Introduction92.1 Motivation92.2 The Concept of Motivation92.3 The
Process of Motivation102.4 Strategies of Motivation112.4.1 Salary,
wages in relation to employees performance.112.4.2 Staff training
in relation to employee performance122.4.3 Job security in relation
to workers performance142.5 Summary of literature16CHAPTER THREE:
RESEARCH METHODOLOGY183.1 Introduction183.1 Research designs.183.3
Sample size selection and design183.5 Source of data193.6 Data
collection instrument193.7 Data analysis193.8 Limitations of the
study20References21
CHAPTER ONE: INTRODUCTION1.1 Background to the studyAccording to
Mc Cormic and Tafflin (1979), motivation can either be intrinsic or
extrinsic. Intrinsic motivation stems from motivations that are
inherent in the job itself and which the individual enjoys as a
result of successful completion of the task or attaining his goals.
Intrinsic motivations are rewards that can be termed as
psychological motivations and examples are opportunity to use ones
ability, a sense of challenge and achievement, receiving
appreciation, positive recognition and being treated in a caring
and considerate manner. An intrinsically motivated individual
according to (Ajila 1997) will be committed to his work to the
extent which the job inherent contains tasks that are rewarding to
him or her.Extrinsic motivation are those that are external to the
task of the job such as pay, work condition, fringe benefits,
security, promotion, contract of service, the work environment and
conditions of work. Such tangible motivations are often determined
at the organizational level and may be largely outside the control
of individual managers. An extrinsically motivated person will be
commit to the extent that he/she can gain or receive external
rewards for his/her job. (Ajila 1997) further suggests that for an
individual to be motivated in a work situation there must be need,
which the individual would have to perceive the possibility of
satisfying through some reward. If the reward is intrinsic to the
job, such desire or motivation is intrinsic but if the reward is
described as external to the job, such motivation is described
extrinsic.Good remuneration has been found over the years to be one
of the policies the organization can adopt to increase their
workers performance and thereby increase the organization
productivity. Also with the present global economic trend, most
employers of labour have realized the fact that for their
organizations to compete favourably, the performance o their
employees goes a long way in determining the success of the
organization. On the other hand the performance of employees in an
organization is vital not only for the growth of an organization
but also for the growth of individual employees. An organization
must now who are its outstanding workers, those who need additional
training and those not contributing to the efficiency and welfare
of the company.Also performance on the job can be assessed at all
level of employment such as personal decision relating to
promotion, job rotation, job enrichments etc. in some ways, such
assessments are based on the objective an systematic criteria which
includes factors relevant to the persons ability to perform on the
job hence the overall purpose of performance evaluation is to
provide an accurate measure of how well a person is performing the
task assigned to them and basing on this information, decisions
will be made affecting the future of the individual employee.
Therefore a careful evaluation of an employees performance can
uncover weaknesses or deficiencies in a specific job skill,
knowledge or areas where motivation is lacking. Once identified,
these deficiencies may be remedied through additional training or
provision of needed rewards. The view that specific rewards will
encourage increases in production has not always been
substantiated, even though management has attempted to spur
production by such offerings and has often attributed production
increase to them.Throughout the years production has increased for
many reasons in addition to the particular motivation and has
erroneously over simplified a highly complex phenomenon since the
psychologists have been especially concerned with understanding an
individual through his motives and acquired a body of knowledge in
this field that often differs from the Laymans knowledge is
necessary to review briefly from the psychologists point of view
what is known about motivation at the present time. In Uganda,
effective use of rewards and motivation to influence workers
performance begun in 1970s, since then performance of workers has
become important due to the increasing concern of human recourses
and personal expects about the level of output obtained from the
workers due o poor remuneration. This attitude is also a social
concern and is very important to identify problems that are met in
industrial settings due to non-challant attitude of managers to
manage their workers by rewarding them well to maximize their
productivity. All efforts must be geared towards developing workers
interest in their job so as to make them happy in giving their best
to their work and this will ensure industrial harmony.Vroom (1964)
supported the assumption that workers tend to perform more
effectively if their wages are related o performance which is not
based on personal bias or prejudice but on objective evaluation of
an employee on merit. Though several techniques of measuring job
performance have been developed in general, the specific technique
chosen varies on the type of work. All these issues call research
efforts so as to bring focus on how an appropriate reward package
can gear up or influence the workers to develop a positive attitude
towards their job and thereby increase their productivity.According
to Hunter (1982), the performance of an individual at work is a
function of the following; salaries,experience,job security,
rewards/allowances energy and effort, abilities and
capacities.Howver ,whether the worker will perform involves more
than ability. Workers should be motivated in some ways to improve
their effectiveness at work through especially including them in
making the decisions f the organization and listening to their
complaints.Possibly the best means of understanding workers
motivation is to consider the social meaning of work. In this
respect, short term goals and long term goals of employees and
employers may affect production variously. Accordingly, giving
attention to the manner in which rewards given to workers are
perceived is preferable to assuming that reward means the same
thing to all.1.2 Statement of the Problem Motivation of workers in
any organization is important to drive workers to achieve
organizational goals. The performance of any organization and
employee motivation has been the focus of intensive research effort
in recent times. How well an organization motivates its workers in
order to achieve their mission and vision is a paramount concern.
Employees in both private and public sector organizations are
becoming increasingly aware that motivation increases productivity.
Looking at todays economic trend, its evident that the pace of
change in our business environment presents fresh challenges daily.
According to Robins & Mary (1996),lack of motivational factors
has been a major hinderance on employees performance, lack of
motivational factors like job security,training,enough salary,
compressed work which have favorable effects on employees job
satisfaction and productivity and lack of flexible time which
provides employees with time for pursuing their hobbies or taking
care of family all have effect on performance. Despite these, no
research work has targeted to investigate the impact of motivation
on workers performance in igara growers tea factory. Existing
studies aimed at the effect motivators and hygiene on job
performance by (jobowo, 2007). Related studies on this study were
on monetary incentives and its removal on performance (Bergm and
Lehrs 2004). Of these studies very few assessed the impact of
employees motivation on workers performance on manufacturing
subsector of the economy. (Carly, 1995) in Kenya, (Akerele, 2001)
did not cover indeed cover the areas that the objectives of this
work intend to cover. To this effect the study attempts to
empirically analyze how motivation tools can be used by
manufacturing firms to improve the performance of workers. Its in
this light that this study intends to look into the impact of
motivation on workers performance in igara growers tea factory.1.3
General objective of the StudyThe general objective of the study is
to assess the impact of motivation on the performance of workers in
igara growers tea factory1.4 Specific objectives of the study 1. To
determine the impact of salaries on the performance of workers in
the factory.2. To examine the impact of job security on the
performance of workers in the factory.3. To examine the impact of
on job labour training on the performance of workers1.5 Hypotheses
Ho1: Salary paid to workers does not affect their performanceHo2:
There is no relationship between job security and performance of
workersHo3: Training of labour does not affect their performance at
work1.6 Significance of the study1. The study will contribute and
expand on the existing body of knowledge for further researchers
about motivation and performance of workers. The findings are
expected to be useful to both existing businesses and other people
to know which motivation style to employ when it is applicable and
under what circumstances.2. The findings are expected to help
policy makers and administrators of igara growers tea factory and
other related fields on how to motivate their workers to achieve
their objectives and to streamline employee-manager relationship.4.
It is hoped that the findings will help igara growers tea factory
on improving their productivity by providing them with adequate
motivational variables which are needed.3. The study will help the
researcher in partial fulfillment for the award of a bachelors
degree in economics and statistics.1.7 Conceptual framework
Worker experience of outcomesWorker performanceWork motivation
Goal, self, concept and expectaipons
Tea growing sector reformOrganisational factorsStructures,
processes, resources, culture
Worker capability
Results at organisational level
According to Lynne Miller Francoa, Sara Bennettb, and Ruth
Kanferc 2007 as work motivation is a transactional process, a
workers motivation is contingent upon the organizational context in
which the worker is situated. The figure introduces organizational
and system level determinants into the picture, illustrating that
organizational structures, processes and culture, as well as
information about organizational performance and results will
contribute to the motivational processes occurring at the
individual level. It is necessary for the organization to provide
complementary inputs (such as drugs and medical supplies), as well
as clear, efficient systems, in order for workers to effectively
carry out their tasks. Organizational structures and processes will
affect workers experience of outcomes and the nature of feedback
that a worker receives from colleagues and supervisors within the
health system. This feedback loop, running from worker performance
to worker experience of outcomes, and mediated by the organization
and broader health care system is critical in affecting motivation.
Consequences experienced by the worker can be positive, to
reinforce good performance, or negative, to restrain inappropriate
behavior. A particularly important organizational system is the
human resource management system which is likely to affect both
workers perception of their own capability and their true
capability, through such mechanisms as training, supervision, and
more concrete incentives such as remuneration, promotion, and
performance review processes. Finally, organizational work culture
contributes to the individuals level of commitment and
motivation.
CHAPTER TWO: LITERATURE REVIEW2.1 IntroductionThis chapter
presents a review of related literature by various scholars and
researchers had to say about the different factors influencing the
performance of employees in an organization. The main purpose of
literature is to find out what has been done and the one that has
been left out in this area of study. A number of motivation and
performance experts have heard a key influence on organization and
its from these experts that this literature was derived.2.1
MotivationA motive is a need or a driving force within a person.
Motivation is the process whereby the persons are encouraged to
work hard in order to achieve some objectives (Saleemi, 1997).
Armstrong defines motivation as a drive to perform, thus its what
makes people behave the way they do. A motivated individual
therefore is geared to work hard and harder consequently
performance increases as well as productivity and organization
targets are met (Kountze 1988). The management should motivate
employees so that they take more interest and make more efforts to
perform their duties efficiently (Saleemi 1998). Motivation is an
important variable that can impact performance, like job security,
training, money, salary etc improve the performance of workers and
quality of services (Sylivia 2012)2.2 The Concept of
MotivationAlong with personality, perception, attitude and
learning, motivation is very important part of behavior. Luthan
(1998) asserts that motivation should not be thought of as the only
explanation of behavior since it interacts with acts in conjunction
with the mediating process and with the environment. Luthan, stress
that like othe cognitive process, motivation cannot be seen is
behavior, and this should not be equated with causes of behavior.
While recognizing the central role of motivation, (Evans, 2006)
states that many recent theories of organizational behavior find it
important for the field to re-emphasize behavior.Definitions of
motivation bound, one thing these definitions have in common is
inclusion of words such as desire,want,wishes,aims,goals,needs and
incentives.Luthan(1998) defines motivation as a process that starts
with psychological deficiency or need that activates a behavior or
drive that is aimed at goal incentive. Therefore the key to
understanding the process of motivation lies in the meaning of and
relationship among needs, drives and incentives. Relative to this,
Minner, At el (1995) state that in systematic sense, motivation
consists of three interacting and interdependent elements that is
needs, drives and incentives.Managers and management researchers
have long belief that organizational goals are unattainable without
the enduring commitment of members of the organization. Motivation
is a human psychological characteristic that contributes to a
persons degree of commitment (Stroke1999).it includes the factors
that cause channel and sustain human behavior in a particular
committed direction, (Adeyemo, 2001)goes on to say that there are
basic assumptions of motivation practices by managers which must be
understood. First, that motivation is commonly assumed to be a good
thing. One cannot feel very good about oneself if one is not
motivated. Second, motivation is one of the several factors that go
on persons performance. Factors such as ability, resources and
conditions under which one performs are also important. Third,
managers and researchers alike assume that motivation is in short
supply and in need of periodic replenishment. Fourth, motivation is
a tool with which managers can use in an organization, if managers
know what drives the people working for them, they can tailor job
assignments and rewards to what makes these people tick. Motivation
can also be conceived of as whatever it takes to encourage workers
to perform by fulfilling or appealing to their needs. To Olajide
(2000), it is goal directed and therefore cannot be outside the
goals of any organization whether public, private or non profit.
2.3 The Process of MotivationThe process is a need related mode and
it supposes that motivation is initiated by recognition of
unsatisfied needs. Goals are then established which satisfy these
needs and wants and the behavioral path way is selected which will
achieve the goal. The diagram below illustrates the process of
motivation satisfying individual needs.
Establish goals
Take action Identify the need/motivation
Attain a goal
2.4 Strategies of MotivationBenard & stoner, et al (1995)
accords due to recognition to the needs of workers saying that the
ultimate test of organizational success is its ability to create
values sufficient to compensate for the burdens imposed upon the
resources contributed. Benard looks at workers in an organized
endever, putting, in time and efforts for personal, economic and
non economic satisfaction. The question here is what strategies can
be used to motivate workers. The following are the strategies;2.4.1
Salary, wages in relation to employees performance.Pay is the prime
reason for working although not the only reason and is also one of
the main motivator to good performance at work. According to the
survey by market and opinion research international for Sunday
times, pay was put as number one with 65% of top floor workers
putting pay 1st in 1985 compared to 44% in an earlier survey in
1976.Vroom (1990) and Mullin (1990) assert that each individual in
the organization has personal goals which are not related to those
of the organization which are usually set up for particular reasons
thus the organization and the individual need each other to fulfill
their objectives. Its almost certain that any organization which
ignores the need of its individuals plunges itself into fundamental
problems such as strikes.To use salaries as a motivating factor
effectively, personal managers must consider four major components
of salary structures. These are; the job rate which rates to the
importance as the scarcity of particular skills or certain
categories of information or with long service and fringe benefits
such as holidays with pay, pensions and so on. It is also important
to ensure that the prevailing pay in the information establishments
is taken into consideration in determining the pay structure of the
organization.(Akitonye 2000) asserts that money remains the most
significant motivational strategy. As far back in 1991, Fredrick
Taylor and his scientific management associate describe money as
the most important factor in motivating industrial workers to
achieve greater productivity. Taylor advocated for the
establishment of incentive wage of stimulating workers to high
performance, commitment and eventually satisfaction. Money
possesses significant motivational power in as much as it
symbolizes intangible goals like security power, prestige and a
feeling of accomplishment and success. Sinclair,et al(2005)
demonstrates the motivational power of money through the process of
job choice. He explains that money has the power to attach, retain
and motivate individuals towards higher performance. For instance,
if an information professional has another job offer which has
identical characteristics with his current job but greater
financial rewards, the worker would in all probability be motivated
to accept the new job offer. (Banjoko 2001) states that many
managers use money to reward or punish workers. This is done
through the process of rewarding employees for higher productivity
by instilling fear of loss of job(premature retirement )due to poor
performance. The desire to be prompted and earn enhanced pay may
also motivate employees.2.4.2 Staff training in relation to
employee performanceNo matter how automated an organization maybe,
high productivity depends on the level of motivation and
effectiveness of the workforce. The staff training is indispensable
strategy for motivating workers .A high quality employment
relationship is of great importance for both workers and firms.
Therefore both have an incentive to invest in the match,investing
in labour training is an important instrument for increasing
productivity of of workers and hence the quality of the match.
Training can be defined as general or specific according to
(Backer, 1964).General training is productive in other matches as
well(and here costs and returns are born by the workers. While
specific training is productive with the current employer (and
hence paid by the firm).in this competitive world, without any
friction, the distinction between general and specific training is
economically meaningful and investment in both types of training is
efficient. However capital market imperfections, labour market
imperfections and information problems may cause underinvestment in
training (Louven, 2005).According to (sultan, 1997),one way to
understand organizational impact of training is to evaluate
performance of employees in every work accomplished and this will
definitely have to show whether training has been affective or
not.Nigel, etal (1998) argued that training has lead to increased
competence thus improving labour performance but also has a high
labour turnover in many organizations basically in Uganda. However
when employees attain more skills, knowledge and attitude as the
best way of doing their jobs, they tend to leave the organization
feeling that its not to their standard.(Cole, 1997) argues that
there are several benefits of training especially on performance of
an organization. That training empowers new skills, knowledge and
attitudes that will improve on its performance thus enhancing high
productivity and profits within the organization. Many businesses
in Uganda which are indulged in training programmes have
experienced the above stages of development whereby when the
organization yields high profits, welfare of the employees is
likely to be high.(Shaun & Alfood, 1996) stated that training
is an open door to new ideas, viewpoints innovative, creative and
supply a wide background of knowledge to workers in an organization
conducting training they further argued that workers require
creative skills and initiate new ideas and knowledge on their jobs
which enhances new working systems which may lead to high
productivity in the organization.The organization also benefits
from timing in that it minimizes the cost which might have been
incurred because most organizations especially in Uganda prefer on
the job training where employees work and learn at the same time as
(Sultan, 1997) argues that less effort is needed, it also
eliminated time wastage.In many organizations, training promote
culture of excellence and competence in that when it is effectively
conducted it will outcompete the external environment and also
competitiveness against the workers thus enhancing high levels of
performance. In conclusion therefore, the above mentioned scholars
revealed the relevancy of training workers in the organization.
They further argued that without training the employees performance
in organizations could no (us civil rights act 1964) be of good
quality due to high changing technology.2.4.3 Job security in
relation to workers performanceJob security means the probability
that an individual will keep his or her job. Ago with a high level
of security is such that person with the job would have small
chance of becoming an employed the factors affecting job security
include the economy prevailing business condition and the
individual personal skills. It has been found that people have more
job security in times of economic expansion and less in times of
recession. Also some laws such as the (us civil rights act of 1964)
bolster job security by making it illegal to fire employees for
certain reasons Job security plays an important role in both social
and working life because it helps an individual not to worry about
the future, contributes to maintaining labour peace, increases
organization productivity and protecting social balance and values.
For this reason in not to cause employees prestige loss in society,
employees should not be dismissed from organizations without a
reasonable grounds because job security has political and social
dimensions. Therefore if in a country employees are dismissed
without a clear reason, it is difficult to talk about social order
peace and stability (Guzel, 2001) Typically government jobs and
jobs in education, healthcare and law enforcement are considered
very secure while private sector jobs are generally believed to
offer low job security and it usually varies by industry location
occupation and other factors. To some extent job security varies by
employment laws of each country and personal factors such as
education, work, experience, job functional area, work industry,
and work location play an important role in determining the need
for an individuals services and impacts their personal job
security. Since job security depends on having the necessary skills
and experiences that are in demand by employers, which in turn
depend on the prevailing economic conditions and business
environment, individuals whose services are in demand by employer
will tend to enjoy higher job security. Factors motivating
employees can occur in various forms; in fact job security is one
of the most influential means of motivating employees particularly
in times of economic down turn. Employees believe that they will
not lose their jobs or they will be employed in the same
organization as long as they want is a significant reason for
motivation. Job security is one of the most significant variables
of employee satisfaction which expresses the general attitude of
the employee towards his/her job.Job security guarantees the
continuity of employment is also an important safety expectation.
This assurance that the employees will work at the same job for
long years eliminates questions and worries about the future which
is perceived as part of job safety. (Telman & Ansal, 2004) Fear
to be dismissed from the organization is an element of oppression
for the employees. The behavior change caused by this fear is felt
more obviously particularly in economies with limited employment
opportunities. Research by (Probst & Brinsbaker, 2001) show
that motivation of employees lowers when they perceive job security
negatively, their attitudes change towards not obeying the rules
and this leads to an increase in job accidents. Today, job security
is perceived as an indispensable right of an employee which
guarantees that the employee and his/her family will not be
deprived of their income and maintains a honorable life. Thus
employees consider the condition of job security just at the
beginning of their careers so as to feel confident about the
future. They oppose government privatization policies in order not
to lose this warranty or prefer to work in public sector though
they may earn less as compared to those working in private sector
due to public sector offering job security (journal of economics
and social studies).
2.5 Summary of literatureThe motivation to work published by
Maslow probably provided the field of organisational behaviour and
management with a new way of looking at employees job altitudes or
behaviours in understanding how humans are motivated. Probably the
best-known conceptualisation of human needs in organisations has
been proposed by this theory. Abraham Maslow was a clinical
psychologist who introduced his theory based on personal judgement,
which was generally known as the need hierarchy theory. According
to him if people grew in an environment in which their needs are
not met, they will be unlikely to function as healthy individuals
or well-adjusted individuals. This idea was later applied to
organisations toemphasise the idea that unless employees get their
needs met on the job, they will not function as effectively as
possible.Specifically Maslow theorised that people have five types
of needs and that these are activated in a hierarchical manner.
This means that these needs are aroused in a specific order from
lowest to highest, such that the lowest-order need must be
fulfilled before the next order need is triggered and the process
continues. If you look at this in a motivational point of
viewMaslows theory says that a need can never be fully met, but a
need that is almost fulfilled does not longer motivate. According
to Maslow you need to know where a person is on the hierarchical
pyramid in order to motivate him/her. Then you need to focus on
meeting that persons needs at that level (Robbins 2001). According
to Greenberg and Baron (2003) the five needs identified by Maslow
corresponds with the three needs of Alderfers ERG theory. Where as
Maslow theory specifies that the needs be activated in order from
lowest to highest Alders theory specifies that the needs can be
activated in any order. His approach is much simpler than Maslows.
Alder specifies that there exist three main needs as opposed to
five postulated by Maslow. This human basic needs include
existence, relatedness and growth. These needs according to Alder
need not necessarily activated in any specific order and may be
activated at any time. According to him Existence needs corresponds
to Maslows physiological needs and safety needs. Relatedness needs
corresponds to Maslows social needs and growth needs corresponds to
esteem and self-actualisation needs by Maslow.Physiological needs
are the need at the bottom of the triangle and include the lowest
order need and most basic. This includes the need to satisfy the
fundamental biological drives such as food, air, water and shelter.
According to Maslow organisations must provide employees with a
salary that enable them to afford adequate living conditions. The
rationale here is that any hungry employee will hardly be able to
make much of any contribution to his organisation.Safety needs this
occupies the second level of needs. Safety needs are activated
after physiological needs are met. They refer to the need for a
secure working environment free from any threats or harms.
Organisations can provide these need by providing employees with
safety working equipment e.g. hardhats, health insurance plans,
fire protection. The rationale is that employees working in an
environment free of harm do their jobs without fear of harm.Social
needs: This represents the third level of needs. They are activated
after safety needs are met. Social needs refer to the need to be
affiliated that is (the needed to be loved and accepted by other
people). To meet these needs organisations encourage employees
participation in social events such as picnics, organisations
bowling.Esteem needs this represents the fourth level of needs. It
includes the need for self-respect and approval of others.
Organisations introduce awards banquets to recognise distinguished
achievements.Self-actualisation: This occupies the last level at
the top of the triangle. This refers to the need to become all that
one is capable of being to develop ones fullest potential. The
rationale here holds to the point that self-actualised employees
represent valuable assets to the organisation human resource. Most
research on the application of need theory found that although
lower-level managers are able to satisfy only their deficiency
needs on the jobs, managers at the top level of organizations are
able to satisfy both their deficiency and growth needs (Greenberg
&Baron 2003, Shipley & Kiely 1988).
CHAPTER THREE: RESEARCH METHODOLOGY3.1 IntroductionThis chapter
includes research designs, study population sample population,
sampling design, study variables, data collection, sources of data,
and administration of instrument, data processing and limitations
of the study.3.1 Research designs.Quantitative design because the
findings are likely to be quantitative in nature also descriptive
and analytical designs are to be used.3.2 Study populationThe
research is targeting administrators and workers of igara growers
tea factory in the following departments i.e. human resourse,
production, operators, financial and planning department because
they can give the required information as per the objectives of the
study about the factory.3.3 Sample size selection and designA
sample of 60 respondents will be selected using mainly two
techniques of sampling that is purposive sampling so as to identify
the key players in the staff and simple random sampling technique
to enable every worker have equal chances of being selected into
the sample. The sample will be selected using statistical
formulae;Where p - probability of success, q = (1 - p) -
probability of failure, n=sample size, e = maximum expected error
3.4 Study variables Basically the study is about the impact of
motivation on workers performance.Motivation means to drive someone
to act in some way towards a certain goal. Its also the prices
through which employees morale is strengthened as a result of
satisfying employees needs.Performance means to evaluate employees
behavior systematically in terms of present, past and future
results so as to draw attention to an employee to be promoted or
sent for future training. The research is to be based on two
variables i.e. dependent variable (performance measured by output)
and independent variable motivation measured by salaries, job
security, on job training.3.5 Source of dataBoth primary and
secondary sources: Primary data will be collected directly from
respondents by use of questionnaires while secondary data is to be
obtained through review of factory records related to the study
purpose, books, journals, in libraries and other publications.3.6
Data collection instrumentPrimary data will be collected from igara
growers tea factory using a number of methods such as survey
questionnaires. Questionnaires are earlier designed and pretested
to see whether they can collect the necessary data to achieve the
pre determined objectives of the study.Interview method will be
used. Its considered worthwhile to conduct personal interviews with
the workers, managers and supervisors to collect data regarding the
research problem and enable the researcher get more information
that the questionnaire did not cover.Secondary data will also be
obtained through review of factory records related to the study
purpose.3.7 Data analysisQuestionnaires are to be read and checked
to ensure that only relevant data to the study is considered. Open
ended questions and qualitative data collected by questionnaires is
to be coded. Statistical packages like spss and e-views are to be
used to enter the data. The data is to be summarized using
descriptive statistics and discussed in line with research
objectives and the literature review to attach coherent meaning to
figures. Statistical packages i.e. statistical package e-views will
be used to analyze quantitative data. To determine the descriptions
in charts frequencies and percentages using the model;Y=+ 1 X1+ 2X
2+ X 3 Where Y = output, 1, 2, 3 = a constant, X1 = salary, X2 =
job security, X3 = training as a dummy variable.3.8 Limitations of
the studyThe respondent may not be willing to give required
information for fear of losing their jobs.Natural hazards like
heavy rains might make travelling difficult. Time may not be enough
to carry out proper investigation since most workers would be busy
and employees/administrators may be out of office.
ReferencesLynne Miller Francoa, Sara Bennettb, Ruth Kanferc:
Health sector reform and public sector health worker motivation: a
conceptual framework University Research Co., LLC, Partnerships for
Health Reform Project, 4800 Montgomery Lane, Bethesda MD 20814, USA
Abt Associates, Partnerships for Health Reform Project, 4800
Montgomery Lane, Bethesda MD 20814, USA Georgia Institute of
Technology, Atlanta, GA 30332, USA.Greenberg J &Baron A.R
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ideasQuestionnaire Dear respondent,I am Ninsiima Godliver a student
of Kyambogo University pursuing a bachelors degree in economics and
statistics, carrying out research on the impact of motivation on
workers performance in igara growers tea factory. My humble appeal
is that you kindly and honestly fill in this questionnaire without
hesitations to enable me acquire vital information for the study.
That information will be considered purely academic and will be
treated as confidential as possible.Your assistance and cooperation
is highly appreciated. Thank youBIODATATick the most appropriate
answer1. Sex of the respondentMalefemale 1. Age of the respondent
18-35 36-45 Above 45 2. Education levelO level A level Diploma
Degree and above Others 3. Marital statusSingle married others WORK
PLACE INFORMATION1. Which area do you specialize from in?Tea
picking Tea packing others 2. What is your output per
day?................................................bags3. How much
do you earn?......................................shs4. What is the
mode of payment in the factory? Daily weekly monthly others 5.
Would you consider your salary adequate?Yes No 6. If no, how do you
supplement it?Part time Operate small scale business Help from
relatives and friends others 7. What are some of the benefits
attached to your job?Medical allowance Meals Housing allowance
Transport allowance Others 8. Which of the above benefits do you
consider most important as per the set up of igara growers tea
factory? Mention at least two. ....9. In your own view, what is the
impact of motivation on the performance of workers in the
factory?Positive negative neither 10. Have you ever had training
since you joined the factory?Yes No 11. If no, give reasonsNo
sponsor I hold enough qualifications Fear to lose the job Family
issues Others 12. If yes which method of training did you go to?On
the job off the job 13. Of the two above, which method of training
is frequently used and why? ..14. Could the factory still perform
without motivation of workers?Always Never Rarely 15. How many
years have you spent on the job? 1 33- 5 5 7 7 and above
2