CHAPTER FOUR

DATA PRESENTAATION, INTERPRETATION, DISCUSSION AND ANALYSIS OF RESEARCH FINDINGS

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 and the pie chart below;

Table 2:Showing gender of respondents

Figure 1: Showing gender of respondents

Table 2  and a pie- chart (figure 1) 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 HOFOKAM. This finding clearly indicates that the MFI 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 and figure 2 below;

Table 3: Showing age Range of Respondents

Source: Primary Data

Figure 2: Showing age of respondents

The respondents’ age groups are presented in Table 3 above and graph (figure 2): 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 HOFOKAM.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 MFI 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 and figure 3 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

Figure 3: Showing level of education

Table 4 and figure 3, 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, HOFOKAM 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 and the pie chart below:

Table 5:  Showing marital Status of Respondents

Source: Primary Data

Figure 4: Showing the marital status of respondents

Table 5 and figure 4 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. HOFOKAM 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 HOFOKAM 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 and figure below;

Table 6: Showing designation of Respondents

Source: Primary Data

Figure 5: Showing designation of respondents

From Table 6 and figure 5 above, the positions held by respondents at HOFOKAM 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 HOFOKAM 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 and figure below;

Table 7: Showing period at organisation

Source: Primary Data

Figure 6: Showing period spent at the organisation

Table 7 and figure 6 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 MFI. 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 HOFOKAM

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 HOFOKAM

Respondents were asked whether staff motivation existed in HOFOKAM 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 and the graph below:

Table 8: Showing the existence of Employee Motivation in HOFOKAM

Source: Primary Data

Figure 7: Showing the existence of employee motivation

From Table 8 and figure 7 above, respondents” view of whether staff motivation existed in HOFOKAM is shown. Here, 30 (75%) acknowledged the existence of motivation; 02 (5%) disagreed: and 08 (20%) were uncertain. This rendered HOFOKAM 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 HOFOKAM

During the research it was found that various staff motivation schemes are used by HOFOKAM 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 and figure below;

Table 9: Showing categories of Staff Motivation Schemes in HOFOKAM

Source: Primary Data

Figure 8: Showing different types of motivational schemes used in HOFOKAM

Table 10 above and figure 8 above, portray the broad types of motivational schemes used in HOFOKAM. 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 MFI uses a wide range of approaches and they make motivational schemes comprehensive and inclusive.

4.2.3 Frequency of Employee Motivation in HOFOKAM

The researcher went ahead to find out the rate at which employee motivation is done at HOFOKAM 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 and figure summarizing the findings.

Table 10: Frequency of Employee Motivation in HOFOKAM

Source: Primary Data

Figure 9: Showing the frequency of employee motivation in HOFOKAM

In Table 10 and the figure 9 above, the study presents findings on frequency of staff motivation at HOFOKAM. 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 HOFOKAM

The research established that various methods are used for staff motivation in HOFOKAM  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 and figure below;

Table 11: Showing methods of Employee Motivation in HOFOKAM

Source: Primary Data

Figure 10: Showing the methods used in employee motivation in HOFOKAM

Table 11 and figure 10 above, shows different methods used to motivate staff at HOFOKAM. 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 MFI 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, HOFOKAM 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 and figure below;

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

Source: Primary

Figure 11: Showing the relationship between motivation and employee performance

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 and figure below;  

Table 13:  Showing effect of Motivation on Employee Performance

Source: Primary Data

Figure 12: Showing the effect of motivation on employee performance

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 MFI to build loyalty among its clients through its staff; and that it encourages staff to market the MFI 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 MFI 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 MFI 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 HOFOKAM

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 HOFOKAM

Source: Primary data

Figure 13: Determinants of Employee Performance in HOFOKAM

Table 14 above presents determinants of employee performance in HOFOKAM. 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 HOFOKAM is determined by employee attributes, working environment, organizational and other external factors within the operational framework. .

CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.0 Introduction

This chapter provides the presentation of summary of the findings from the study as per research objective (or question); conclusion drawn; recommendations derived from the study findings; and areas related to the study theme for necessary for further research basing on the study findings.

5.1 Summary of findings

The study involved the investigation of the influence of staff motivation on employee performance, with specific reference to HOFOKAM. The summary of findings was based on the data presented in chapter four on the three specific research objectives as follows;

5.1.1 Summary of Methods of Staff Motivation

The methods used by HOFOK.AM to motivate employees included staff bonus schemes, adequate salaries, profit sharing plans, gain sharing plans, delayed benefits, merit pay plans, the symbolic rewards, non-monetary allowances, staff training and other career development programs, internal staff promotions, employee stock ownership plans, employee tournaments, effective communication within the organization, and the piece rate system of payment.

5.1.2 Summary of Influence of Staff Motivation on Employee Performance

The study established the relationship between staff motivation and employee performance. It was discovered that motivation enhances staff efficiency and effectiveness, increases work effort, leads to improved customer service, increased staff loyalty, guides in employee recruitment, increases savings; empowers management, aids in controlling fraud risk, enhances performance appraisal, enhances employee training and skills development, improves internal employee relations and team work, enhances internal communication, assesses employee potential, increases staff competition guides in job evaluation, and fosters employee involvement and empowerment.

5.1.3 Summary on Determinants of Employee Performance

The study established various factors, alongside motivation, that affect performance of employees in HOFOKAM. These included organizational mission and culture, performance goals and targets for employees, performance planning and management, mode of performance appraisal, the weaknesses and strengths of individual employees, type of technology, employee training and skill development, employee attitudes and character, strength of management, working conditions, career level, team work and relations, level of skill and experience, and demographic features.

5.2 Conclusion of the Study

The general study findings show that staff motivation is a key area of concern for HOFOKAM and MFIs or organizations due to its significant bearing on employee morale and productivity, and •al institutional performance. That is why the organization (HOFOKAM) has instituted a wide range of motivational methods, including monetary, non-monetary, short and long-term; individual and group, performance based and non-performance based schemes for its employees to supplement the basic salary. This is useful to attract and maintain a rich stock of skilled, experienced, motivated, productive and loyal employees which is the most important resource in any organization. It is worth noting that, even if concerted effort is being made towards automation, the financial and social success and sustainability of any business or organization totally relies on the people in it.

All in all staff motivation has proven to be an effective tool for organizations to raise employee performance and raise performance, like in terms of sales, profits and client numbers. It is therefore fundamental that the top management and all staff at all levels of the organizational structure be involved right from the introduction to the re is phase of such schemes since their involvement gives them a sense of belonging and ownership of the organization. Specifically to this particular study findings, staff motivation has a positive impact on performance of employees. Therefore, HOFOKAM and other MFIs or organizations in general should ensure that motivational schemes are designed to enhance performance of both employees and the entire organization.

5.3 Recommendations of the Study

Based on the findings presented and the conclusion that was drawn, the following recommendations were derived for the employees and management, and policy makers including the government:

To employees of HOFOKAM and other organizations, there is need to embrace staff motivational schemes designed for their benefit. They need to understand, appreciate, be contented and work in line with incentives administered by their employees). This is indeed the most important factor that can render any motivational plan meaningful and effective towards achieving organizational goals. So, they need to develop positive attitudes towards motivation and work to meet the set targets; otherwise no motivation can never meet all their needs.

To the management that designs and implements motivational programs to their employees, they need to educate staff about such schemes. The employees being targeted by such motivation should be well informed of the incentives right from the inception of the idea, design, implementation and delivery of such schemes. This will enable staff appreciate the incentives, their objectives and how to qualify for the benefits. And with adequate knowledge of the motivational programs, all the employees will be able to maintain locus towards achieving the set goals.

Furthermore, the management of the organization should consider the appropriateness, diversity and comprehensiveness of motivational methods or schemes. If the schemes are to be an effective tool of boosting employee performance, then they have to be in line with staff needs, and should be realistic enough such that targets are attainable by staff- Additionally, such incentives have to be of diverse nature ranging from monetary, non-monetary, short term, long term, individual and group based. And. the incentives should be designed in such a way that all staff levels are catered for though the incentives may differ according to managerial positions they hold.

Additionally- there is need for organizations to consider the costs of motivation. It is fundamental that they estimate the short, medium and long-term costs of designing, implementing and delivering motivation to staff. This would help them allocate sufficient funds to finance the programs; a clear implication that they should endeavor to make adequate profits and ensure high levels of liquidity.

There is also need for government and other policy makers’ intervention. The government should intervene implementing labour laws that all organizations come up with motivational programs apart from basic salary to uplift the productivity of the country’s labour force to boost economic growth. Also, workers’ organizations like trade unions should mobilize their members to agitate for adequate incentives that can help them meet their needs adequately since basic salary alone may not suffice.

5.4 Areas for Further Research

The study identified the following areas for further research:

1. To conduct an in-depth investigation on factors influencing effectiveness of staff motivation schemes in MFIs due to the fact that there existence is not enough in an organisation but how effectively and efficiently are they used.
2. To conduct a detailed investigation of the relationship between employee motivation and performance of the organization this is because a lot of resources are invested in employee motivation without really knowing whether they earn profits on the side of the organisation.

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