CHAPTER FOUR

DATA PRESENTATION, INTERPRETATION, ANALYSIS AND DISCUSSION

4.0 Introduction

This chapter presents and analyses the study findings in relation to the research objectives. Emphasis is placed on data presentation, interpretation, and discussion of results in line with the study objectives. The chapter begins with the background characteristics of respondents, followed by findings organized according to each specific objective. The study achieved a 100% response rate, as all 40 respondents successfully participated.

4.1 Background Characteristics of Respondents

4.1.1 Gender of Respondents

The study involved both male and female respondents. Findings revealed that 24 respondents (60%) were male, while 16 (40%) were female, as shown in Table 2.

This indicates that although males formed the majority, both genders were fairly represented among clients, staff, and management of KNIGHT FRANK. The results suggest that the organization practices gender inclusion by employing both men and women. These employees require adequate motivation to enhance their performance.

4.1.2 Age Distribution of Respondents

The study further examined the age distribution of respondents. The majority, 14 respondents (35%), were aged between 31–40 years, with many managers falling within this bracket due to their experience in managerial roles.

Other age categories included:

• 18–30 years: 11 respondents (27.5%)
• 41–50 years: 9 respondents (22.5%)
• Above 50 years: 6 respondents (15%)

These findings indicate that the organization mainly employs individuals within active and productive age groups, which is consistent with legal employment requirements and performance expectations.

4.1.3 Level of Education of Respondents

The findings showed that most respondents had attained secondary education (37.5%), indicating they were sufficiently educated to respond to the study questions.

Other education levels included:

• Primary: 12.5%
• Diploma: 20%
• Graduate: 22.5%
• Postgraduate: 7.5%

This suggests that KNIGHT FRANK employs relatively qualified personnel. Education level plays a key role in determining job performance, salary levels, and employee motivation.

4.1.4 Marital Status of Respondents

The study revealed that the majority of respondents, 30 (75%), were married, while 8 (20%) were single, and 2 (5%) were widowed.

This indicates that most employees have family responsibilities, which may influence their motivation and work commitment. Therefore, the organization has a responsibility to provide adequate compensation and incentives to support employees’ welfare.

4.1.5 Designation of Respondents

Respondents held different positions within the organization:

• Top management: 12.5%
• Board members: 12.5%
• Shareholders: 12.5%
• Staff: 62.5%

The majority were staff members, who are primarily responsible for implementing organizational policies. These employees are key targets of motivational programs aimed at improving performance.

4.1.6 Period of Service at the Organization

Findings showed that most respondents, 15 (37.5%), had worked for 1–5 years, while:

• Less than 1 year: 17.5%
• 6–10 years: 30%
• More than 10 years: 15%

This suggests that most employees had sufficient experience within the organization. Length of service influences employee motivation, performance, and remuneration levels.

4.2 Objective One: Methods of Staff Motivation

4.2.1 Existence of Staff Motivation

The majority of respondents, 30 (75%), confirmed that staff motivation exists in KNIGHT FRANK, while 8 (20%) were unsure, and 2 (5%) disagreed.

This confirms that the organization actively implements motivational practices, making it suitable for analyzing their impact on performance.

4.2.2 Categories of Motivation Schemes

The study identified several motivation schemes, including:

• Monetary incentives (25%)
• Performance-based incentives (20%)
• Individual incentives (20%)
• Group incentives (12.5%)
• Non-performance-based incentives (12.5%)
• Non-monetary incentives (10%)

This demonstrates that the organization uses diverse motivational approaches to address different employee needs.

4.2.3 Frequency of Motivation

Motivational activities are conducted at different intervals:

• Monthly: 40%
• Annually: 32.5%
• Quarterly: 15%
• Semi-annually: 12.5%

This shows that the organization applies both short-term and long-term motivational strategies.

4.2.4 Methods of Staff Motivation

Key motivational methods identified include:

• Basic salaries (55%)
• Staff bonuses (50%)
• Non-monetary allowances (42.5%)
• Promotions (37.5%)
• Profit-sharing (30%)
• Staff competitions (25%)
• Training programs (20%)

These findings indicate that KNIGHT FRANK uses a comprehensive mix of financial and non-financial incentives to enhance employee performance.

4.3 Objective Two: Effect of Staff Motivation on Performance

4.3.1 Relationship Between Motivation and Performance

A majority of respondents (75%) agreed that staff motivation is positively related to employee performance, while 20% were unsure, and 5% disagreed.

This confirms a strong perceived link between motivation and performance.

4.3.2 Effects of Motivation on Performance

The study found that motivation leads to:

• Increased productivity (62.5%)
• Improved efficiency (50%)
• Increased staff loyalty (32.5%)
• Better client retention (25%)
• Reduced fraud risk (20%)
• Enhanced teamwork and coordination

Overall, motivation significantly improves both individual and organizational performance.

4.4 Objective Three: Determinants of Employee Performance

Key determinants identified include:

• Skills and experience (50%)
• Working conditions (45%)
• Employee attitudes (40%)
• Career level (35%)
• Performance goals and appraisal (25%)

This indicates that employee performance is influenced by a combination of personal, organizational, and environmental factors.

CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.0 Introduction

This chapter provides a summary of findings, conclusions, recommendations, and suggestions for further research.

5.1 Summary of Findings

5.1.1 Methods of Motivation

The organization uses various motivational strategies, including salaries, bonuses, training, promotions, and non-monetary incentives.

5.1.2 Influence of Motivation on Performance

Motivation enhances efficiency, productivity, employee loyalty, teamwork, and organizational growth.

5.1.3 Determinants of Performance

Employee performance is influenced by skills, working conditions, organizational structure, and employee attitudes.

5.2 Conclusion

The study concludes that staff motivation plays a critical role in enhancing employee performance and overall organizational success. KNIGHT FRANK utilizes a variety of motivational strategies to attract, retain, and improve the productivity of its workforce.

Motivated employees contribute significantly to organizational growth, making motivation a key management priority.

5.3 Recommendations

• Employees should actively embrace motivational programs
• Management should clearly communicate incentive structures
• Organizations should design diverse and inclusive motivation schemes
• Adequate budgeting for motivation programs is necessary
• Government should enforce policies encouraging employee welfare

5.4 Areas for Further Research

• Effectiveness of motivational schemes in organizations
• Relationship between motivation and organizational profitability

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