FACTORS AFFECTING EMPLOYEE MOTIVATION IN CASE OF

WACHEMO UNIVERSITY COLLEGE OF BUSINESS AND

ECONOMICS

A RESEARCH PROPOSAL PAPER SUBMITTED TO DEPARTMENT OF

MANAGEMENT FOR THE PARTIAL FULFILMENT OF THE REQUIREMENTS OF
BACHELOR OF ART DEGREE (BA)IN MANAGEMENT

Prepared By: Jemal Erago

Advisor: Hayru L. (MBA)

WACHEMO UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT sept 2019

Hossana, Ethiopia

Abstract
Since the human resource is the most important resource of organizations, the effectiveness
and efficiency of the center is highly dependent on its human resource in which motivation
plays great role. Motivation is a drive to perform the job or any task for which one is
responsible. The employees who are motivated actually perform better from those who are
not motivated. Thus, this study is
conduct to assess the effects of motivation on employee’s performance in case of wachemo
university collage of business and economics The sources of data use to this study are both
primary and secondary sources. Structured questionnaire and semi structured interview are
use as a method of data collection. The study adopted census technique to select
employees for response due to the heterogeneous nature of the organization. After the
required data will be collecte the data is analyze by using descriptive method.

TABLE OF CONTENT Page

Abstract------------------------------------------------------------------------------------------- II
Table of Content ------------------------------------------------------------------------------- III

Chapter one
Introduction
1.1 Background of the study-----------------------------------------------------------------
1.3 Statement of the problem--------------------------------------------------------------
1.4 Objective of the study ------------------------------------------------------------------
1.4.1 General Objective------------------------------------------------------------------
1.4.2 Specific Objective------------------------------------------------------------------
1.5 Significance of the study-----------------------------------------------------------------
1.6 Scope of the study------------------------------------------------------------------------
1.7 Limitation of the study------------------------------------------------------------------
1.8 Organization of the study----------------------------------------------------------------

Chapter Two
Review of Literature
2.1 Definition of motivation
---------------------------------------------------------------------------------
 2.2. Characteristics of motivation------------------------------------------------------------------------
2.3 Importance of
motivation---------------------------------------------------------------------------------
2.4 Types of motivation ---------------------------------------------------------------------------------
2.5 Factors of Employees’ motivation and their effect on employeesPerformance
---------------------------------------------------------------------------------------------------------------------
---------
2.5.1. Non financial factors of motivation that affect employees’
Performance--------------------------------------------------------------------------------------------------------
---
2.5.1.1. Job Enrichment-------------------------------------------------------------------------------
2.5.1.2. A safety and healthy work Environment------------------------------------------
2.5.1.3. Career Development------------------------------------------------------------------------
2.5.1.4. Employee Involvement--------------------------------------------------------------------
2.5.2. Financial factors of motivation that affect employees’
performance-------------------------------------------------------------------------------------------------------
----
2.5.2.1
Rewards-------------------------------------------------------------------------------------------
2.5.2.2. Fringe benefits---------------------------------------------------------------------------------
2.5.2.3.
Bonus-----------------------------------------------------------------------------------------------
2.5.2.4
Salaries---------------------------------------------------------------------------------------------
2.6 Motivation and Performance----------------------------------------------------------------------------
2.7 Rules for effective motivation--------------------------------------------------------------------------
2.8 Factors that affect motivation--------------------------------------------------------------------------
2.9 Paying for performance-----------------------------------------------------------------------------------
2.10 Theories of
motivation------------------------------------------------------------------------------------
 2.10.1 Content theories of motivation-------------------------------------------------------------
2.10.1.1 Maslow theory of motivation----------------------------------------------------------
2.10.1.2 Herzberg’s two-factor theory----------------------------------------------------------
2.10.1.2.1 Hygiene factor-----------------------------------------------------------------------------
2.10.1.2.2 Motivation factor-------------------------------------------------------------------------
2.10.2 Process theories of motivation---------------------------------------------------------------
2.10.2.1 Expectancy theory---------------------------------------------------------------------------
2.10.2.2 Equity theory------------------------------------------------------------------------

Chapter Three
Methodology of the study
-------------------------------------------------------------------------------------
3.1 Types and Sources of data --------------------------------------------------------------------------
3.2 Data collection method --------------------------------------------------------------------------------
3.3 Population and Sample size -------------------------------------------------------------------------
3.4 Sampling technique and sample size-----------------------------------------------------------
3.6 Data analysis
------------------------------------------------------------------------------------------------

References------------------------------------------------------------------------------------------------------
--

Acronyms
1. PhD--------------Philosophy of Doctorate
 CHAPTER-ONE
INTRODUCTION
1.1Background of the study
People are the main resources of any organization. As (Ivancevich, 2007, 231) puts it even
though an organization uses different resources like material, financial and human power
for effective work and achievements of goal, human resource is the most determinant
factor, which serves as an engine to utilize the other resources.

From the previous studies regarding the motivation approach and its impact on various
business dimension it deliberately identified that organization involvement and
commitment can be one of the major factors that might contribute to the overall job
performance of the employees. As (Chugtai, 2008, P: 9) found out motivational approaches
definitely satisfy the needs of the employees and in turn the employees reply on it through
the hard work. Hence, Identifying the need and answering it is the most basic approach of
every organization to earn the organization commitment of the employees
The wachemo university have employees they are working in wachemo university and
related activities with different profession and educational background. Based on the
information the student researcher collect through informal communication with
employees of the center during his preliminary survey, the company will providing
motivation for its employees to perform their job effectively.

So, the study tries to assess the impact of motivation on employees’ performance of
wachemo university and suggest possible and plausible recommendation that helps the
center in using its employees effectively through improving motivational activities of the
center.

1.2 Statement of the problem

In spite of the fact that an organization has sufficient number of personnel or even excess,
it may not be successful. This can be attributed to a number of reasons; one among the
most important is the absence of motivational structure in the organization that will lead
employees’ unwillingness to work towards the achievement of the organizational goal.
However, if employees are motivated, their work performance in terms of effectiveness
and efficiency increases. (Sheila, 2004, 71).
Employees need motivation to perform their job competitively as students need to study
hard and score good result. So, motivation for any one is an engine to be fruitful for the job
he/she is assigned. Hence, the student researcher is intereste to study on this area since
the success or failure of a given organization depends on the active participation and
Performance of the employees who are the most important assets of organization who are
in turn affectes by motivation given to them. Moreover, the student researcher’s have
some information from his friends as there are problems related to motivation which need
investigation through conduct research. This is important since there are no research made
in the center regarding motivation as the student researcher made preliminary
investigation in the area through interview.

1.3 Research Questjon

Therefore, in the organization under study (Wcu), this study attempted to answer the
following basic questions.
1. What are the effects of motivational factors on the work performance of employees?
2. What are the perception of employees of the center on motivational practice and its
effect on employees’ performance?
3. What are the problems related to motivation in the center?
4. What could be done by the organization in order to solve problems related to
motivation?

1.4 Objective of the study

1.4.1General objective
The general objective of this study is to assess the effects of motivation on the work
performance of employees and forward some feasible solution that can help the center to
use motivation effectively and efficiently in terms of boosting the performance.
1.4.2 Specific objectives
Specifically the study tries to achieve the following objectives.
1. To identify the effects of motivational factors on the employees work performance
in the center.

2. To assess the perception of employees about motivational practice of by the center

and its effect on the employees performance.
3. To identify problems related with motivation in the center.
4. To forward some recommendation for the center to solve problems related to
motivation.

1.6 Significance of the study

The study will have the following significance.
Based on the research findings, the study provides the center with possible
recommendation to solve problems on the existing motivation activities in the center that
improves employees’ performance other performance determinant factors remain
constant.

The final result of this study may instigate other researchers to do further works in large
scale on the topic in the future in the organization under study or other similar
organizations.

1.5 Scope of the study

There are many factors related to motivation that have effect on performance of
employees. Since studying the effects of all factors on employees’ performance is
unmanageable, the student researcher tries to limit the factors to salary and rewards,
career development, participation and safety and healthy work environment. In addition,
the study is also limit to one company, Wachemo university Center due to limited
knowledge, skills and financial resource that the student researcher have .

1.7 Limitation of the study

While conducting this study the student researcher encounter the following limitation.
A. some questionnaires were not filled and returned by respondents.
B. Data’s needed for analysis concerning motivation can be gained from responses of
employees using primary data since most of the data are related to attitude of
employees.

Inculcating secondary data in the study boosts the accuracy and completeness of the
result. However, there are difficulty of getting secondary data from the center. Hence,
the student researcher wants to say that if future researchers make the study on the
area using secondary data the result will be more significance, accurate and reliable.

1.8 Organization of the study

This study will consists of five chapters. The first chapter includes introduction, background
of the study and statement of the problem, objective of the study, significance of the
study, limitation, and organization of the study. The second chapter is about review of
related literature, the third chapter deals with resarch methodology ,the forth chapter
deals with analysis and interpretation of the collecteing data and the last chapter (chapter
five) covers summary, conclusion and recommendation of the study.

CHAPTER TWO
Review of Literature
2.1 Definition of motivation
The word “motivation” came from the word to motivate in which case to motivate means
to move, to active. In general sense, anything initiates activity whether external or
internal, is motivating. Today the term means a lot more than this motivating is the work
manager performs to inspire, encourage and impel people to take required action. (Rao,
2000, P: 514-515). Some of the widely quoted definitions are given below by different
authors (as cited in Rao, P. 515)
1. Motivation is a predisposition to act in a specific goal directed way S.Zedeck and
M.Blood (1974, as cited in, Rao, 2000)
2. The immediate influence on the direction, vigor and persistent of action Atkinson
(1964,as cited in Rao,2000)
3. Steering one’s action toward certain goals and committing a certain part of one’s
energies to reach them S.W Gallermen, (1963,as cited in ,Rao,2000)
4. How behavior gets started, is energized, is sustained, is directed, is stopped and
what kind of subjective reaction is present in the organism while all this is going on
Jones, (1955,as cited in ,Rao,2000)

Motivation can be defined in a variety of ways depending on whom you ask. If you ask
someone on street, you may get a response like, It’s what drives us “or” motivation is what
makes us do things he do. As far as the formal definition, motivation can be defined as
forces job. An understanding of the concept of motivation is thus essential in order to
comprehend more fully the effect of variations in factor such as leadership, job redesign,
and salary system they relate to performance, satisfaction and forth (Jits Chandan 1994:56)

2.2. Characteristics of motivation

According to Shanks (2007:p.214), motivation is characterized as follows.
1. Motivation is always internal to the person : It is essentially a psychological
phenomenon. In this regard, Berelson and sterner (2003) said that a motive is an inner
state that energizes, activates or moves towards goals.
2. Motivation of a person is in totality and not in part : Human behavior is caused by the
various needs. A worker works in a satisfactory because one needs money. Similarly, a
thirsty man feels the water to conquer his thirst. The feeling of needs is continues process
and the satisfaction of one-need leads to the creation of a new need. All needs are
interrelated and motivation should be in totality.
3. Performance is the result of ability and motivation: if an employee s highly
qualified but is very poor, it can be due to the absence of motivation.
Performance=Ability*motivation
According to Keith and Davies (2003), motivation is essential to the operation of
organizations. No matter how much machinery and equipment an organization has, these
things cannot be put to use until they are released and guided by people who have been so
motivated (ibid). This is the most important characteristics of motivation that this study
tried to see the effect of motivation on employees’ performance.
4. Motivation can be positive or negative: Positive motivation means use of
incentives may be financial and non financial pay revision; confirmation of job and the like
are positive motivators. Negative motivation refers to emphasizing penalties; demotion
and termination from service are some of the example of negative motivation.
5. Frustrated person cannot be motivated: if a person does not have his basic
needs satisfied, he might be frustrated, mentally ill to some extent. Such a frustrated
person cannot be motivated unless his basic needs are satisfied.
2.3 Importance of motivation
Motivation according to (Rao, 2000 P. 517) is the process that influences people to act and
determine the organizational efficiency. He stated that all facilities may go wasted if
employees are not properly motivated. The same author describes as the importance of
motivation can be judged from the following factors:
a. Need satisfaction: Motivation helps in satisfying individual as well as group need
employees. It results in the voluntary co-operation and co-ordination of
employees. In addition the goal of the organization can be easily achieved.
b. Job satisfaction: when employees are properly motivated, they use their skill and
knowledge up to their maximum ability to show better results to the management
 c. Productivity: Motivation results in increased productivity since its basic objective is
to achieve the goals to the enterprise and the being motivated workers give their
best performance that helps in increasing the productivity of the organization
d. Acceptance of organizational changes: Technological changes taking place in the
world have brought about revolutionary changes on productivity. Generally,
employees resist these changes but with proper motivation, they accept these
changes, thereby keeping the organization in line with the other competing
concerns.
e. Increasing all round efficiency: The friction between the workers themselves and
between the management and worker is decreased, resulting in an all-round
efficiency. It helps in decreasing the wastages, accidents, complaints and
grievances.
f. Reduction in labor turnover and absenteeism: One of the most important
contributions of motivation is that employees prefer to stay in the organization
there by bringing the labor turnover to the minimum. Similarly,

2.4 Types of motivation

Gate wood (1995, p. 376) classified work place motivation in to two ways these are:
1. Intrinsic motivation: it is derived from the content of the job. It is a
motivation created by the worker itself in that what people do satisfy their need
for achievement, recognition, responsibility and personal growth.
2. Extrinsic motivation: this is what is done for people to motivate them. It arises
when management provides such as awards, increased pay, praise or promotion.
Extrinsic motivators can have an immediate effect on performance, but this will
not necessarily last.

2.5 Factors of Employees’ motivation and their effect on employees’

performance
Work motivation strategies employed by managers in an organization are many kinds.
Employee motivation is one of the strategies of managers to enhance effective job
performance among workers in organizations. Louis (1986, p.61), motivation is a basic
psychological process. Motivating is the work managers perform to inspire, encourage and
impel people to take action. To motivate the employee, the employee must be reached; to
reach him there must be a completed understanding of the complexity of his make-up
(Allen, 1986, p.61). From this it is understandable that motivation efforts directed
employees towards improving company operations.

We cannot say a particular kind of motivator can be used for all the employees in an
organization. Because individual need and want vary depending on many factors (such as
age, sex, education, status background) (Ivancevic, 2007: 308).
2.5.1. Non financial factors of motivation that affect employees’
performance
The followings are non-financial motivational factors:
2.5.1.1. Job Enrichment
Job enrichment occurs when employees are given more responsibility for scheduling,
coordinating, and planning their own works. Although some writers suggest that job
enrichment is any strategy that increase one or more of the core job characteristics,
Hertzberg gain that jobs were riched only through autonomy and the result of
responsibility ( Steven L. and Marty Ann, 2000: 115) viewed in terms of, Hertzberg’s
motivational factors, job environment occurs when the work itself is more changing , when
difficult, repetitive and boring tasks are minimized, when achievement in encourage ,
where there is opportunity for growth, and when responsibility, advancement and
recognition are provided. (ibid).

2.5.1.2. A safety and healthy work Environment

The work environment is comprised of the physical location, equipment, materials
processed or used, and the activities of an employee while engaged in the performance of
his work, whether on or off the railroads property.
There are no stated exclusions of place or circumstance. Work environment is a major
factor in the motivation present in a given situation. Social relationships, creative freedom,
incentive programs and organizational pressures all play a role in workplace motivation.
Workplace environment plays a vital role in motivating employees to perform their
assigned work. Since money is not a sufficient motivator in encouraging the workplace
performance required in today’s competitive business environment. Managers and
supervisors will need to be comfortable with working with the whole gamut of workplace
factors that influence employee motivation.
2.5.1.3. Career Development
Employee development might be described as a continually process of improving
employees so that they make the fullest possible use of their abilities. This is done by
encouraging self development and training. (Ivancevic, 2007: 310).Career development has
strong implications for both employees and employers in any company.

According to Schultz (1960, p.73), organizations invest in skill development or human

capital when they expect that the value of additional future benefits (such as, greater
Productivity) will offset the extra costs incurred in the present to obtain them (like, costs of
training programs and production forgone while individuals are in training).

Goldstein and Gilliam (1990, p.69) point out that training is one area in which human
resource management departments help organizations maintain competitiveness and
prepare for the future. That means training helps to create company-specific human
assets, which are strongly linked to a company's core competencies. Furthermore, more
and more organizations are providing quality management and customer service training in
an attempt to keep up with rising employees’ development opportunities. There is little
doubt there has been a growing recognition during the last decade of the importance of
training and development as a source of sustained competitive advantage particularly as
employers introduce more skills-specific forms of training (Pfeffer, 1998).

2.5.1.4. Employee Involvement

Employee involvement (EI) is the process of developing ‘a feeling of psychological
ownership among organizational members’ and has been implemented through the
participation of employees in information processing, decision-making and/or problem
solving,(Kearney, 1997,p.60).
Participation is mental and emotional involvement of persons in group situations that
encourage them to contribute to group goals and share responsibly for them. One
important benefit of participation is it motivates.
2.5.2. Financial factors of motivation that affect employees’ performance
This type of motivation system can be in the form of rewards, bonuses, fringe benefits,
salaries and wages.
2.5.2.1 Rewards
Malhotra (2007:2097) define rewards as ‘all forms of financial return, tangible services and
benefits an employee receives as part of an employment relationship. It is without doubt
that every employee expects some level of reward after delivering a function or task.
Employees expect employers to deliver or execute designated duties to their satisfaction
whilst employees also expect their employers to assure them of adequate wages and
salaries (rewards) after they dutifully deliver what is expected of them. According to the
oxford dictionary; performance, which originates from the word ‘perform’, is to carry out,
accomplish or fulfill an action, task or a function.

2.5.2.2. Fringe benefits

Such extra benefits, in addition to the normal wage or salary compensation, are referred to
as fringe benefits. (Ivancevic ,2007: 311). Employee fringe can be grouped into the
following groups.
These are:-
i. Payment without work

ii. Retirement benefits

iii. Safety and health provision: and

iv. Recreation and other benefits.

2.5.2.3. Bonus

Are essentially rewards for success and are paid out as lump sum. This is accomplished
when the organization, individual or team has achieved something out standing or when
organizational performance has exceeded what it has planed. ( ibid).
2.5.2.4 Salaries
Salary is a form of periodic payment from an employer to an employee, which may be
specified in an employment contract. It is contrasted with piece wages, where each job,
hour or other unit is paid separately, rather than on a periodic basis. A wage is
compensation, usually financial, received by workers in exchange for their labor.
Compensation in terms of wages is given to workers and compensation in terms of salary is
given to employees. Compensation is a monetary benefit given to employees in return for
the services provided by them. They are the most determinant factor for employees work
performance because it is the compensation for their effort through some period of time.
The higher the salary the employees expected performance will be. (ibid).

2.6 Motivation and Performance

According to Sheila Rich (2004:233), motivation is essential to the operation of
organizations. No matter how much machinery and equipment an organization has, these
things cannot be put in use until they are released and guided by people who have been so
motivated.

The general picture emerging from the studies is that the effects of motivation on
employees’ performance are dependent on the level of ability of the employee. The effects
of ability to performance are dependent on the motivation of employee. The effects of
ability and motivation and motivation on performance are not additive but interactive. The
data presently available on this question suggests something more closely resembling the
multiplicative relationship depicted in the following formula
Performance= (Ability*motivation)

It follows from such formula that, when ability has low value, increments in motivation will
result in smaller increases in performance that when ability has high value.

The value program of selection and training depends on the organization’s previous
success in creating condition conducive to a high level of individual motivation. Similarly,
and the value of programs designed to motivate employees depends on the skill level of
the employees (Sheila, 2004, p.236).
2.7 Rules for effective motivation
According to Sheila (2004, p: 219), the following rules are used by the managers to
effectively motivates the employees.
1. Every individual is different from the other (individual differences respected)
2. Appreciate good work in public and criticize the bad work privately.
3. Give suggestion rather than order.
4. Set good example since subordinates adopt the actions of superiors.
5. Have confidence in the employees’ .i.e. believing the employee can do the work .
6. Encourage participation of subordinates in decision making.
7. Communicate in clear terms.
8. Listen to the subordinates very attentively.
9. Do not keep everything secret as it may induce frustration.
10. Try to get voluntary co-operation from employees.

2.8. Factors That Affect Motivation in the Work Place

According to the scholar (Leigh Goessel, 2001), there are 5 factors that affect the
employees motivation in the work place, these are:
a. Cultural factors
If an organization cultural atmosphere is pledged with negativity this can be disastrous as
once cultural mind set is in place it is difficult to change leaders who invest time and effort
into developing positive working environment often find their employees are happier and
this attributed becomes a part of the company’s culture
b. Environmental condition
Environmental conditions tend to impact motivation in the work place. This includes
temperature, lightening, an ergonomics and tools. The availability of moderate
temperature, lighting, and good arrangement of office materials and different tools
increases the motivation of employees which in turn leads to good performance of work by
employees.
c. Reward
Many organizational studies over the years have suggested reward play a distinct rule in
level of employees’ motivation.
Employees who lack motivation are more likely to be careless and sloppy with their work,
but on the other hand employees who are valued and provided some sort of initiative are
more apt to take pride in their work and strive.
d. Security and Job Advancement
Job security can result in higher motivation. Employees who spend each day working
whether or not they are going to get the exe may become too destructed to be motivated
or could overtake connection abilities. Employees who are able to reasonably reassure
their staff their job will be there next week, next month or event year, or likely to see
stronger motivation. People may also be more willing to work hard if they know there is
room for advancement.
e. Respect
A lack of respect is going to likely result in poor motivation as no one like to be treated
poorly or with disrespect. Staff members who get respect from their bosses will be more
apt to respond and go out of their way to help the organization meet its mission and goals.

2.9 Paying for performance

How much and how employees are compensated for their performance obviously has
some influence on their motivation and effort, but the issue of how much pay motives may
cause problems for managers seeking ways to enhances motivation. Maslow and Herzberg
show that pay (money) enables and employee to satisfy his/her basic needs while Herzberg
Sees money as a maintenance factor that doesn’t necessarily motivate an employee to
perform at higher level, his theory indicates that low or in adequate pay may result in
dissatisfied, unmotivated employees. Equity theory suggests that employees must be paid
at least fairly, that they need to perceive that they are earning what their efforts are worth
(Getewood, etal, 1995, P: 481)

With this in mind, managers can create pay plans that motivate if they:-
 Show employees that good performance leads to high level of pay
 Minimize any negative consequence of good performance
  Create conditions that provide desired rewards other than pay for good
performance So-called merit pay, which rewards employees according to their
performance contributions, is a natural product of expectancy and reinforcement
theories because it links pay increases to work performance (Gatewood etal, 1995,
P: 451)

2.10 Theories/Models of Motivation

There are two categories of motivation theories; that is content and process. While
making a distinction between the two, Pluncket (2001, P:415) observed that the content
theories and the process theories are discussed as follows:

2.10.1 Content Theories of Motivation

Content theories of motivation attempt to explain and describe factors within the person
that energize, direct, sustain and stop behavior. Plunket (2001, p: 416) discussed the major
content theories of motivation as follows.

2.10.1.1 Maslow’s theory of Human Motivation

Abraham Maslow, a famous social scientist and psychologist, developed a theory of
motivation, which is based on the hierarchy of needs. According to Maslow, there are five
kinds of needs: Physiological, safety, social, esteem and self-actualization. Maslow’s need
hierarchy concepts consists of five levels of human needs arranged in an ascending order
(Plunket, 2001, P: 416)

a. Physiological needs: they refer to those needs, which are so essential that the
survival of human beings will be in danger if these needs are not satisfied.
Examples are food, shelter, clothing, water, sleep etc. These needs are biological in
nature and keep the body fit.
b. Safety needs: After the physiological needs are satisfied to a reasonable degree, the
safety needs take the place. Examples can be security of job, pension for old age,
insurance plan, compensation for lay off or retrenchment.
 c. Social needs: Such needs include needs for love, affection, friendship, and
acceptance by group etc. A man is a social being and he has a need to love and to
be loved.
d. Esteem needs: These needs are concerned with one’s self-esteem such as self
respect, self confidence, status recognition, approval, appreciation etc
e. Self-actualization needs. These are the needs for self fulfillment: the need to reach
one’s potential by making maximum use of abilities and skills.
2.10.1.2 Hertzberg’s two-factor theory
In the late 1950s', Fredrick Hertzberg and his associates conducted a study of the job
attitudes of 200 engineers and accountants, and developed the two-factor theory
popularly known as motivational –hygiene theory, to see in detail.
2.10.1.2.1 Hygiene factor (Maintenance factor)
Hygiene factors are called extrinsic factors such as interpersonal relations with supervisors,
salary, security, working conditions and status. They do not motivate the satisfaction
although they result in job satisfaction.
Thus, the absence of extrinsic factors causes dissatisfaction among the employees. They
are called extrinsic factors because they are considered outside the work being
performance such hygiene factors, if not satisfied had an effect of reduced employee
efficiency (Plunket, 2001, P: 419) .
2.10.1.2.2 Motivation factors
According to Herzberg, motivation factors are the primary cause of job satisfaction. They
are intrinsic to a job and relate directly to the real nature of the work people perform. In
other words, motivational factors relate to job content. When an employer fails to provide
motivation factors, employees’ experience, employees enjoy job satisfaction and provide
high performance. (Plunket et al, 2001, P: 421), the same author discussed each factors as
follows.
Achievement: The opportunity to accomplish something or contribute something of value
conserve as source of job satisfaction.
Recognition: The wise manager let the employees know that their efforts have been worth
while and the management notes appreciates them.
Responsibility: The potential for acquiring new duties and responsibilities, either through
job expansion or delegation, can be a powerful motivation for some workers.
Advancement: The opportunities to improve one’s position as a result of job performance
gives employees a clear reason for high performances.

ood work performance

In brief, Herzberg’s theory lays down that:
 The absence of first set of factors led to dissatisfaction although they are not
motivational factors. They are referred as extrinsic as they come outside the
person.
 The second set of factor lead to satisfaction and are termed as motivational factors
or intrinsic factors.
 Herzberg’s approach to motivation is based upon the fact that the country is rich.
 According to this theory, money is not motivational factor as it has been included in
the hygiene factors. This theory cannot be applied to poor or developing countries
where money is still a great motivator.

2.10.2 Process Theories of Motivation

While needs theories address the different needs that individuals have that could be used
for motivational purposes, process theories focus on the boarder picture of how someone
can set about motivating another individual. Written the process theories, we cover
expectancy theory and equity theory (Stephen et al, 2001, P: 144) as follows:
2.10.2.1Expectancy Theories
From a practical perspective, expectancy theory say that an employee will be motivated to
exert a high level of effort when he or she believes that effort will lead to a good
performance; that a good performance will lead to organizational rewards, such as a
bonus, salary increase, or a promotion; and that the rewards will satisfy the employees
personal goals. (Ibid ). The theory, therefore focus on the relationships these are

CHAPTER THREE
3. Research Methodology

3.1 Research Design

To meet the objective of the reserch the researcher use the descriptive research
design .The researcher will studies to factor affecting employee motivation in case of
wachemo university college of business and economics .

3.2 Target population of The Study

The target population of this study is employee and management staff that work in
wachemo university college of business and economics . The total population is 70 in the
college therefore is possible to address all as target population .
3.3 Types and Sources of data
In this study, both primary and secondary data will collecte from primary and secondary
sources. The primary sources of data are employees and management bodies of the
center. Secondary sources are published books, internet (web pages) and magazines of
the organization.
3.4 Data collection method
Before collecting data through data collection tools, the student researcher made an
observation in the center. This observation helpes the researcher to have more insight and
observations to the environment. In additions to this, it arrange a friendly atmosphere
along with respondents. Primary data will be collecting by distributing scheduled
questionnaire in which both closed and open ended types of questions are found.
Additionally, semi structured interview is conduct with human resource manager of
wachemo university with the aim of gathering information related with motivational
practice in the center. Review of books, magazines, and browsing of in ternate is made to
gather secondary data.

3.5 Sampling technique and sample size

The research will use census technique. because the number of the population or
employees of the organization are small in number i.e 70 and then it will be manageable
or it is easy to collect accurate information from all employees .
3.6 Data Analysis Methods And Interpretation

The researchers collect data using questionnaire .The research will be

analyze data by using both quantitative and qualitative method .The
research is use qualitative method to analyze the opinion and response of
employers and managers in the form of narration and quantitative methods
also use to analyze the data in the form of tabulation,percentage and
frequency ,this is help to understand and interpreate easily

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