Research proposal writer

CHAPTER FOUR

DATA PRESENTATION, INTERPRETATION, DISCUSSION AND ANALYSIS

4.0 Introduction

This chapter presents the study findings in reference to the research objectives. Focus was put on presentation, analysis and discussion of findings in line with study objectives. It first presents the background features of respondents, while the other sub-sections present the study findings per study objective. The response rate was 100%, as all the 40 respondents responded positively to the study.

4.1 Background Characteristics of Respondents

4.1.1 Gender of the respondents

This involved both males and females who participated in the study. The researcher found out that 24(60%) male respondents and 16(40%) females were working with the bank which contributed the gender sample of the researcher, and this is summarized in the table below;

Table 2: Showing gender of respondents

Table 2  above portrays the gender composition of 40 respondents; 24 being male and 16 female, translating into 60% and 40% respectively. Though more males than females participated, both sexes were involved, selected among clients, staff and management of KNIGHT FRANK. This finding clearly indicates that the ORGANIZATION is gender sensitive in that it employs both men and women. And, more important it is these employees who require motivation to boost their performance.

4.1.2 Age Distribution of Respondents

The researcher went ahead to find out the age bracket of the respondent and results indicated that most of the respondents  14(35%) lied in between 31-40 years with most of the managers falling in the age bracket of 31-40 as they were considered to be  experienced in managerial duties. This was grouped into four different categories for example: 18-30 years, 31-40 years, 41-50 and lastly 51 years and above and the findings are as indicated in the table 3;

Table 3: Showing age Range of Respondents

Source: Primary Data

The respondents’ age groups are presented in Table 3 above: 11 (27.5%) were aged 18-30 years; 14 (35%) were aged 31 -40 years; 09 (22.5%) were aged 41-50 years; and 06 (15%). were aged above 50 years. For KNIGHT FRANK as required by law it can only employ persons aged 18 or more years. It is also argued that people above 50-60 years may not be productive enough in such a demanding field; so the ORGANIZATION considers active age groups from 18 to 50 years for employment and service extension.

4.1.3 Level of Education of Respondents

The researcher went ahead to find out the level of education of respondents and found that majority of respondents where of secondary education 15(37.5%), therefore, educated enough to answer the questions related to the study and the rest of the findings are summarized in table 4 above age bracket of the respondent and results indicated that most of the respondents

Table 4: Showing level of Education of respondents

Source: Primary Data

Table 4, above shows respondents” education levels 05(12.5%) were of primary level; 15 (37.5%) reached secondary level: 08 (20%) had diplomas; with 09 (22.5%) graduates; and 03 (7.5%) post graduate cases. So, KNIGHT FRANK employs relatively qualified staff. One’s level of education greatly affects work performance and is used to determine one’s salary and other forms of motivation.

4.1.4 Marital Status of Respondents

After sampling a total of 40 respondents with the interest of knowing their marital status, results showed that 30(75%) of them were married, followed by 08 (20%) of the respondents admitted being single. The reason behind this was to find out the category of workers who were entrusted with leadership matters in the institution and it emerged that the married mostly dominated that section. This information can further be summarized as seen in the table below:

Table 5:  Showing marital Status of Respondents

Source: Primary Data

Table 5 above, presents respondents’ marital status; 08 (20%) were unmarried; 30 (75%), were married; 02 (5%) were widowed: and no divorcees. Thus, most respondents were married and so have (family) responsibilities. They offer their labour in an endeavour to meet their family demands. KNIGHT FRANK as an employer has the duty to enable its employees to meet their family needs; like by paying them adequately and providing other incentives to them. Above all, marital status also affects work performance for example maternity and paternity leave for its management team and staff.

4.1.5 Designation of Respondents

The research established that different respondents were holding different designation, the positions held by respondents at KNIGHT FRANK as shown revealed that 05 (12.5%) apiece were from management, board management, or shareholders; and 25 (62.5%) were staff who provided information for the study. The findings are as summarized in the table below;

Table 6: Showing designation of Respondents

Source: Primary Data

From Table 6 above, the positions held by respondents at KNIGHT FRANK as shown revealed that 05 (12.5%) apiece were from management, board management, or shareholders; and 25 (62,5%) were staff who provided information for the study. These were involved as policy makers: while staff implement policy and targeted with motivational schemes aimed at improving their performance.

4.1.6 Period at Organization

The years worked at organisation refers to the timeframe one has spent working with the KNIGHT FRANK as its employee and results indicated that 15(37.5%) of the workers had spent 1-5 years who were the majority, 12(30%) of the respondents admitted working for less than a year 7 (17.5%)years, and only 6 (15%) had spent more than 10 years giving a total sample of 40 respondents

This was also grouped into three different categories for example: less than 1 year, 1-5 years, 6-10 years and lastly more than 10 years and above and the findings are as indicated in the table below;

Table 7: Showing period at organisation

Source: Primary Data

Table 7 above indicates the respondents’ time spent at the organisation, 07 (17.5%) had spent less than a year; 15 (37.5%) had spent 1-5 years; 12 (30%) had spent 6-10 years; and 06 (15%) had spent over 1 0 years. Most of them had spent at least a year in the ORGANIZATION. For management and staff, the period spent indicates experience and affects performance and level of motivation like salary. The lousier the period at work, the higher the level of motivation and employee performance.

4.2 Objective one: Methods of motivation in KNIGHT FRANK

The researcher also was much interested in knowing the methods of motivation used in this institution and the results are as indicated below;

4. 2.1 Existence of Staff Motivation in KNIGHT FRANK

Respondents were asked whether staff motivation existed in KNIGHT FRANK and the findings indicated that 30 (75%) of respondents acknowledged that they existed while 8 (20%) of the respondents were not sure and lastly 2(5%) of them said no. The responses of the respondents can clearly be summarized as seen in the table below:

Table 8: Showing the existence of Employee Motivation in KNIGHT FRANK

Source: Primary Data

From Table 8 above, respondents” view of whether staff motivation existed in KNIGHT FRANK is shown. Here, 30 (75%) acknowledged the existence of motivation; 02 (5%) disagreed: and 08 (20%) were uncertain. This rendered KNIGHT FRANK ideal for study as it made it possible to identify the methods of motivation and how they affect the performance of employees in the organization.

4.2.2 Categories of Staff Motivation Schemes in KNIGHT FRANK   

During the research it was found that various staff motivation schemes are used by KNIGHT FRANK which included monetary incentives, performance based incentives, individual incentives, group incentives, non- performance based incentives and non- monetary incentives and the frequencies and percentages are shown in the table below;

Table 9: Showing categories of Staff Motivation Schemes in KNIGHT FRANK

Source: Primary Data

Table 10 above above, portray the broad types of motivational schemes used in KNIGHT FRANK. Here, 10 (25%) identified monetary incentives like bonuses and salaries to staff 08 (20%) noted performance based incentives: 08 (20%) identified individual incentives 05 (12.5%) noted group and non-performance based incentives, 04 (10%) noted non-monetary incentives. This demonstrates that the ORGANIZATION uses a wide range of approaches and they make motivational schemes comprehensive and inclusive.

4.2.3 Frequency of Employee Motivation in KNIGHT FRANK

The researcher went ahead to find out the rate at which employee motivation is done at KNIGHT FRANK and it was established that they mainly use monthly basis with 16 (40) of respondents, then 13 (32.5%) of respondents were of the view that they are carried out annually. 6(15%) of respondents supported quarterly basis. In all in all it was found out that employee motivation is at least carried out more than once a year and below is the table summarizing the findings.

Table 10: Frequency of Employee Motivation in KNIGHT FRANK

Source: Primary Data

In Table 10 above, the study presents findings on frequency of staff motivation at KNIGHT FRANK. Here, 16 (40%) noted that the company motivates staff on a monthly basis depending on the monthly performance; quarterly motivation was noted by 06 (15%); 05 (12.5%) noted the use of semi-annual motivation, while 13 (32.5%) noted the use of annual-based incentives paid at the end of the year. So, the company uses a rich mix of short-term and long-term methods to motivate staff.

4.2.4 Methods of Staff Motivation in KNIGHT FRANK

The research established that various methods are used for staff motivation in KNIGHT FRANK  and the findings showed that basic salaries was the major method used 22(55%) of the respondents, staff bonuses was raised by 20 (50%), non- monetary allowances with 17 (42.5%) not forgetting methods like internal staff promotion, profit sharing plans, employee tournaments, gain sharing plans, staff training programs, merit pay plans for staff, symbolic rewards for staff and delayed benefits to staff among others. The findings are summarized in a table below;

Table 11: Showing methods of Employee Motivation in KNIGHT FRANK

Source: Primary Data

Table 11 above, shows different methods used to motivate staff at KNIGHT FRANK. As shown, 22 (55%) cited adequate basic salaries as the commonest incentive; 20 (50%) identified staff bonuses paid out at different intervals, such as monthly, quarter, or annually especially for achieving certain targets and is normally a fraction one’s basic salary. Also, 17 (42.5%) noted non- monetary allowances like tree medical cover for employees and their immediate family; sick leave, or work leave; 15 (37.5%) noted internal staff promotions where existing staff are used to fill vacant positions from within the ORGANIZATION instead of hiring outsiders; 12 (30%) noted profit sharing plans according to criteria like basic salary or individual contribution to profit; 10 (25%) cited tournaments where staff compete against each other for example in number of accounts or loan recovery: 08 (20%) apiece noted gain-sharing plans where employees are rewarded basing on productivity gains; and staff training programs in areas like loan analysis; 05 (12.5%) cited merit pay plans to staff; 03 (7.5%) noted symbolic rewards for staff like commendation letters; and 02 (5%) noted delayed benefits like NSSF contributions.

Therefore, KNIGHT FRANK like other organizations provides a rich mix of incentives to motivate and meet dynamic needs of its employees. It is premised that with these diverse nature and composition of motivational methods, the needs of different staff can be met. The motivation includes; monetary, non-monetary; group-based, individual; short term, long term; performance-based, non-performance based. However, it is the appropriateness, affordability, comprehensiveness, and timeliness of the motivations that renders it effective towards improving the performance of the employees.

4.3 Objective two: Effect of Staff Motivation on Employee Performance

4.3.1 Existence of Relationship between Motivation and Employee Performance   

The findings revealed that there is a positive relationship between staff motivation and employee performance as the majority of 30 (75%) of respondents while 8 (20%) of the respondents were not sure and the findings are as reflected in the table below;

Table 12: Showing existence of Relationship between Motivation and Employee Performance

Source: Primary

From 12 above, the respondents’ view as to whether motivation and employee performance are related is portrayed. The findings revealed that most of the respondents, 30 (75%) agreed that they arc related: 02 (5%) contended that there did not exist any direct relationship between these two variables: and 08 (20%) were not quite certain if there was any relationship. This accelerated the progress of the study to ascertain the nature of this relationship.

4.3.2 Effect of Motivation and Employee Performance

The research findings established that a well established motivation affects employee performance positively through increased staff productivity with 25 (62.5%) of respondents, it enhances staff efficiency 20 (50%) of respondents, it leads to increased staff loyalty 13 (32.5%), other effects included; health loan portfolio quality, skill development, attraction of skilled personnel, coordination and team work, increased client retention rates and strengthening of management. The findings are summarized in the table below;  

Table 13:  Showing effect of Motivation on Employee Performance

Source: Primary Data

In Table 13 above, the respondents’ views on how- staff” motivation affects employee performance are presented. As shown, 25 (62.5%) contended that motivation raises employee the productivity of staff who are the beneficiaries; 20 (50%) noted that it increases staff efficiency like profit sharing plans: 16 (30%) noted that it ensures healthy loan portfolio quality; 13 (32.5%) noted that motivation aided in building staff loyalty: 10 (25%) apiece noted that motivation helps the ORGANIZATION to build loyalty among its clients through its staff; and that it encourages staff to market the ORGANIZATION in an attempt to meet the targets and qualify for benefits. Additionally, 08 (20%) apiece noted that motivation acts as a preventive measure for fraud risk which sometimes arises due to insufficient payments to staff; and that it enhances savings mobilization as staff mobilize more depositors to benefit from incentives; 06 (15%) noted that it promotes skill development among staff through training programs; 04 (10%) noted that it enables the ORGANIZATION to attract highly skilled workers from different sources; 03 (7.5%) argued that it promotes coordination and team work among staff; and 02 (5%) noted that it enhances ORGANIZATION management. Therefore, these findings imply that management; staff and clients appreciate the fact that motivation of employees affects employee and general organizational performance.

4.4 Objective three: Determinants of Employee Performance in KNIGHT FRANK

The findings revealed that level of skill and experience of employees 18 (45%), cited working conditions or environment 16(40%), staff attitudes and characters 14 (35%), 14 (35%) cited career level of employees; and 10 (25%) apiece cited performance goals and targets; performance appraisal; and team work and internal employee relations among others as reflected in the table below;

Table 14: Determinants of Employee Performance in KNIGHT FRANK

Source: Primary data

Table 14 above presents determinants of employee performance in KNIGHT FRANK. Here, 20 (50%) noted level of skill and experience of employees: 18 (45%) cited working conditions or environment; 16(40%) noted staff attitudes and character; 14 (35%) cited career level of employees; and 10 (25%) apiece cited performance goals and targets; performance appraisal; and team work and internal employee relations- Additionally. 08 (20%) apiece cited performance planning and management as well as training or skill development of employees; 07 (17.5%) noted strength of management and governance of the MM. Further more, 06 (15%) noted type of technology used; 05 (12.5%) noted the demographic features of employees; 04 (10%) noted employee weaknesses and strengths; and finally 02 (5%) noted organizational mission as key determinants of employee performance. Therefore, it can be concluded that employee performance in KNIGHT FRANK is determined by employee attributes, working environment, organizational and other external factors within the operational framework. .