Research proposal writers

ROLE OF MOTIVATION ON EMPLOYEE PERFORMANCE

CHAPTER ONE

1.0 Introduction

This chapter covers the background of the study, Statement of the problem, purpose of the study, research questions, and scope of the study, significance of the study and definition of terms.

1.1  Background to the study

A lot of past researchers have written about motivation in different aspects, according to Rivenbark, (2005), he specifically stated that employee motivation instills good performance among employees and it makes employees feel part of the organization this will prevent conflicts between employees and their senior managers. Globally motivation of employees is crucial to an organization to achieve success in the competitive error as well as motivated employee tends to feel responsible for the success and the failures of the organization, every organization has policies to ensure fairness and continuity within the organization and better performance of its employees, Dessler Gary (2010). Employee motivation is expected to lead to customer satisfaction in all types of service industries, aviation, road transport and including the banking industry and many others. If an organization provides better working environment for its workers it ill be in position to produce quality goods in order to increase on the satisfaction of its customers and therefore improvement in the organizational performance.

The success of most Japanese automobile companies has been linked to their level of motivation of their employees, such automobile industries like Toyota, Suzuki, and Honda have done well in the recent decade by ensuring that employee’s motivation is given priority and is fully addressed at the core of the organizational interest, (Handfield et al, 2006).

The motivation of employee is related with the most effective use of people to achieve organizational and individual goals. It is the way of managing people at work, so that they give their best to the organization most organization globally stick to ways like offering training opportunities, giving holiday, salary increment, free scholarship to their staff for further educations, among many others in order to motivate their employees by making them feel part of the company,  (Dessler ,2008). Better motivation of employees has an important role to play in equipping organizations to meet the challenges of an expanding and increasingly competitive sector, this is due to the fact that some motivational factors to employees like offering scholarships for further education is important in improving the skills of employees and in making them more skilled in their respective fields of expertise, (Aswathappa, 2008),

In the modern adopting new technology is important for an organization to achieve the better performance of its employees such new technologies include the use of modern and updated communication equipments like internet, phones, wireless internet, and computers (Handfield et al, 2006).

The relationship between Motivation and employee performance is to the effect that when employees are properly motivated, it creates delight in their day to day work. Various studies and research have also proven that delighted employees give out their best in the workplace. However, many employers and managers do not value the impact of motivation on employee performance. As such, in trying to increase performance and thus productivity, they ignore motivation and resort to other factors such as employee competencies, process efficiency and effectiveness, technology deployment, innovation, organizational learning, and others.

The goal of human resource is to maximize employee’s contributions in order to achieve optimal productivity and effectiveness, while simultaneously attaining individual objectives such as having a challenging job and obtaining recognition and societal objectives such as legal compliance and demonstrating social responsibility, Lewslie w.Rue(1997).

1.2 Statement of the problem.

Cyprian high school has faced a lot of employee performance challenges among its staff coupled with low grades among it students, increased negative publicity about the school, and declining public trust of the school among the employees, (St. Cyprian high school records, 2012), its against this background that this study intends to study into the role of motivation on employee performance.

1.3 Purpose of the study

The purpose of study is to investigate the role of motivation on employee performance, case study Cyprian high school.

1.4 Objectives of the study

The objectives of the study are;

1. To investigate the role of motivation on employee performance at Cyprian high school.
2. To examine the various ways of improving the performance of employees at Cyprian high school.

• To examine the benefits of employee motivation at Cyprian high school.

1.5 Research questions

1. What are the roles of motivation on employee performance at Cyprian high school?
2. What are the various ways of improving the performance of employees at Cyprian high school?

• What are the benefits of employee motivation at Cyprian high school?

1.6 Scope of the study

The study scope will cover the following aspects;

1.6.1      Study scope

The study scope will include, the different ways of motivating employees, the various ways of improving the performance of employees, benefits of employee motivation

1.6.2 Geographical scope

The study will be conducted at St. Cyprian high school.

1.7.0 Significance of the study

The study will benefit other researchers with enough information on different roles of employee motivation

The study will help the government on identifying the weakness of the human resource function in motivating employees.

The study will benefit the stake holders of Cyprian high school with abundant information on various ways of improving the performance of employees

It will also help management of Cyprian high school in understanding the benefits of employee motivation.

CHAPTER TWO

LITERATURE REVIEW

2.1 INTRODUCTION

This chapter discusses what various scholars have written about the “role of motivation on employee performance”. The different ways of motivating employees, various ways of improving the performance of employees, benefits of employee motivation.

Definition of Key Terms

2.1.1    Motivation

Motivation is the inducement of a desired behavior with in subordinates with a view of channeling their efforts and activity to achieve an organization’s goals. It is also an internal drive to satisfy an unsatisfied need in an organization and is also known as an incentive action (Balunywa, 2005). According to Butkus & Green (2002), motivation is derivedfrom the word “motivate”, means to move, push or influence to proceed for fulfilling a want (Kalimullah et al, 2010).Bartol and Martin (2003) describes motivation as a power that strengthens behavior, givesroute to behavior, and triggers the tendency to continue (Farhad et al, 2011). Employee motivation is one of the policies of managers to increase effectual job management amongst employees in organizations (Shadare et al, 2009).

2.1.2    Employee Performance

Mington and Hall (2003), define employee performance as the mode of conduct or behavior. Zuhail (2010) defines employee performance as the functioning and presentation of the employee.  Therefore, the more good performance would be the better ranking the employee would get in the company. Kakuru (2005), emphasized that employee performance is looked at interms of competitive performance, quality of service, feasibility sources, utilization and annotation.

2.2 DIFFERENT WAYS OF MOTIVATING EMPLOYEES

Many different scholars have agreed and disagreed on the ways employees should be motivated. Some of them assert that in order to motivate an individual, a financial benefit has to be foregone by the motivator whereas others believe that money is not a true motivator hence both financial and nonfinancial incentives are considered in the discussion below:

Financial incentives are rewards or payments that employees get in consideration of their contribution towards the organization. He adds that these are payments for labor as a factor of production (Cole, 1998).

2.2.1 Wages and Salaries

Lindner (1995), notes that, though monetary methods of motivation have little value, many firms still use money as a major incentive. She adds that wages are normally paid per hour worked and workers receive money at the end of the week and overtime paid for any additional hours worked for whereas salaries are based on a year’s work and are paid at the end of each month.

2.2.2    Piece Rate

Chien-Chung (2003), noted that piece rate is the paying of a worker per item produced in a certain period of time. Chien-Chung (2003), asserts that this increases speed of work and therefore productivity. This is in agreement with the earlier revelations made (Taylor, 1993) ,who notes that though the employees will care less about the quality of their work, their sped improves with the piece rate practice of motivation.

2.2.3    Fringe Benefits

Doellgast (2006), advanced that fringe benefits are often known as “perks” and are items an employee receives in addition to their normal wage and salary. These include company cars, health insurance, free meals and education. He asserts that these encourage loyalty to the company such employees may stay longer with the company.

2.2.4    Performance related Pay

This is paid to those employees who meet certain targets. The targets are often evaluated and reviewed in regular appraisals with managers. Doellgast (2006), discourages the use of this practice of motivation. He asserts that it can be very difficult to measure employee performance more especially those in the service industry and that the practice does not promote teamwork.

2.2.5    Bonuses

Marler (2000), indicated that when your employees function as a team, you ought to think like a coach; reward the whole group for a job well done. He says this will boost morale both personally and collectively. He adds that employee incentive programs such as small bonuses serve to better the morale of an individual employee and that of a group as a whole by making them more satisfied. This is in agreement with (Likert, 2004), study which concluded that since everybody wants to feel appreciated and special for the work done, they can therefore be motivated by appreciating them and making them feel special. He adds that the more satisfied the employee is, the better he/she will perform. Mwanje (2000) believes that non-financial incentives are the most important motivators of human behavior in terms of the needs of human beings. He refers non-financial incentives to non-monetary ways of rewarding employees. They are opportunities that help employees in the accomplishments of the set goals. They include;

2.2.6    Training Opportunities

Hammer (2000), asserts that an individual will be motivated to do something if they have the mental ability and skills to accomplish it. He writes that when employees are trained, they get the knowledge of performing tasks and challenges and thereby feel less intimidated by their jobs/tasks.

2.2.7    Variable Pay

Marin (2006), states that variable pay or pay-for-performance is a compensation program in which a portion of a person’s pay is considered “at risk.” Variable pay can be tied to the performance of the company, the results of a business unit, an individual’s accomplishments, or any combination of these. It can take many forms, including bonus programs, stock options, and one-time awards for significant accomplishments. Some companies choose to pay their employees less than competitors but attempt to motivate and reward employees using a variable pay program instead. According to Shawn (2007) , the test of a good pay-for-performance plan is simple therefore it must motivate managers to produce earnings growth that far exceeds the extra cost of the program though employees should be made to stretch, the goals must be within reach.

2.2.8    Stock Options

Previously the territory of upper management and large companies, stock options have become an increasingly popular method in recent years of rewarding middle management and other employees in both mature companies and start-ups (Jones. 2001). According to Porter (2007), employee stock-option programs give employees the right to buy a specified number of a company’s shares at a fixed price for a specified period of time (usually around ten years). They are generally authorized by a company’s board of directors and approved by its shareholders. The number of options a company can award to employees is usually equal to a certain percentage of the company’s shares outstanding.

2.2.9    Recognition

Cash and noncash recognition programmes are rated as the most powerful tools of motivation. People need to know how well they have achieved their objectives and if the employer appreciates them. Armstrong & Murlis (1994 ) and Flannery et al, (1996) believe that appreciation can be achieved in various ways such as naming the employees who have done well in the company’s newsletter, awarding employees with cash bonuses, or allowing  employees to go on vacation. They further maintain that the recognition programs does not change employees’ behaviour, or encourage an organization’s nonperformers to work harder. The recognition program on the other hand recognizes outstanding behaviour by communicating to employees the value placed on that behaviour.

2.2.9    Gain sharing

This performance option distributes profits from improvements in productivity, cost savings, and quality, with employees who are members of a group that is involved in accomplishing these improvements. The advantage of gain sharing plans is that they offer cost savings for the organization and accumulate money that the organization would otherwise not have earned. Employees can see how they influence change and how they are rewarded for improvement. The concept of gain sharing is easy, but the implementation is difficult. The organization has to determine how much of the achievement is from employees and how much is from the result of new technology (Flannery et al, 1996).

2.2.10  Job Rotation

It was revealed that when an employee does one kind of job week-in week-out, they will always get de-motivated to carry on with their work more especially when the work is not very challenging. She suggested that employees need to be rotated around the organization to meet new challenging tasks in order to keep their minds busy and feel like they are doing something for the organization (Fowler, 2001). However, Clifton (2002) disagrees with these revelations. Clifton(2002) , asserts that job rotation does not actually lead to motivation of the employee; it just helps the employees not to get bored with their work. In other words it helps the employers to maintain a certain level of motivation in employees.

2.2.11Communication Style

Managers need to be clear when talking to their employees and let them know that their opinion or views are important in building a viable company. Strong communications skills are necessary when assigning tasks to the employees so that the tasks are clearly defined and understood. Marie (2000), asserts that the managers ought to communicate to their subordinates in such a way that the subordinates feel like they are not forced to do a particular task. Jean (2002), also agrees that managers should develop an inclusive approach to decision making if at all they are to increase their employee motivation levels.

sustained if it is driven and sponsored effectively internally, ( Ashridge,2008).

2.3 VARIOUS WAYS OF IMPROVING THE PERFORMANCE OF EMPLOYEES

The following are the different functions of human resource according to different scholars; 2.3.1 Goal Clarity

Wilmot (2007), asserts that people must have in mind a clear picture of any end or goal they are to achieve. If this picture does not exist, they cannot tell if they are making progress or when they have completed the task or assignment, let alone if it has been completed properly. Knight (2008), agrees and adds that keeping the end in view has been sage advice for almost two thousand years. The time a manager spends in developing, communicating and clarifying the goals or ends to be achieved is time well spent.

Knowledge of Structures

Fred (2003), noted that figuring out what to do in a particular situation require knowledge of the structure of that situation. People must understand the elements that make up the situation, how those elements are connected to one another and the relationships that exist between and among these elements. Sara (2004), agreed and added that employees can only perform to the best of their knowledge and therefore those with good knowledge about the structures will perform better.

Giving employees feed back

Gerhart (2004) wrote that without information about actual conditions in relation to intended goals or results, no one can perform to standard. Such information is known as feedback. It informs progress, enables corrections and, eventually, signals attainment of the objective. For most hard tasks (that is, tasks involving tangible products or other immediate and readily measured effects of one’s actions), feedback is generally available without much effort on any-one’s part. We are aware of our actions and their effects. But, for soft tasks (that is, tasks where the effects of our actions are not tangible, immediate nor readily measured), the feedback loop is essentially open. This is especially true when the main effects of a person’s actions are the reactions of other people. Therefore, lack of good feedback leads to lack of correction and hence poor performance.

Mental Models Sara (2004), asserts that absent feedback, people have no choice except to act in ways that are consistent with internally-held views or mental models of what is appropriate or what should work instead of externally-based information about what is and isn’t actually working. For this reason, it is worthwhile spending time working with people to identify the mental models they currently use in situations where feedback isn’t readily available. In some cases, this will surface mental models that are inappropriate or inadequate. In other cases, it might surface mental models that are superior to those held by most people. This means that employee performance does not only depend on the information provided to the employees but also to their mental models.

Creation of favorable Environment

In his studies on performance, (Rynes, 2004) found out that performance might not occur if the environmental conditions are so unsuitable as to present insurmountable barriers to performance. He writes that most of us can successfully drive our cars on windy days but none of us can drive through a tornado. In less dramatic terms, missing tools and equipment, competing priorities, a repressive climate and other factors can interfere with our ability to perform as expected, regardless of our motives or our repertoire, the presence or absence of feedback and the quality of the mental models that guide our thinking and actions. In short, the task environment must support the desired performance; at the very least, it must be manageable.

Adoption of recent technologies     

Samuel (2010), was of the view that technology is primary tool that can be used to boost employee performance. Ha writes that improvement in technology accompanied by training of the employees can significantly increase their levels of performance because it reduces the stress that comes with doing the job manually.An organization which is in relatively stable conditions both internally and externally is able to implement its pay policy in relative ease yet an organization which is undergoing massive will probably find that it has to completely restructure its way system due to market pressure (Cole 1997).

Abilities, Training and Experience

Scott (2000), defined ability as the capacity to learn and perform the tasks required.  He revealed that a good mixture of ability, training and experience is the root cause best performances. He asserts that best performing employees at least have two of the three factors. Cole (1997), suggests that its important to recognize the training fact since sometimes trained employees are asked to meet needs which ought to be met or to be dealt with in some other way that is replacing machinery. The main purpose of training in an organization is to equip the employees within skills to enable them deliver well their jobs and this keeps employees updated in the modern way of doing things (Hippo, 2002).

 Work-Home Balance

Berman (2001), wrote that as much as an employer may not want to be affected by the personal life of his employees, personal problems can sometimes affect employee performance. Managers need to be sensitive to employee personal problems, and be prepared to discuss the issues with employees when necessary. If an employee requires time off to deal with a personal problem, then granting that time off will help to show all of your employees that the company values its employees.

Supervision of employees, Fear is a great motivator for very short time, that is why a lot of yelling from the boss will not seem to light a spark under employees for a very long time. In turn, this implies that some employees are threatened from work hence having a lot of fear that make them not to effectively perform their required tasks at the required time (Gary, 2003).

Job insecurity

This means lack of long term employment in an organization. When there is a change in the organization, for example change in management– where the employees fear for their job, in terms of structure and job competition, workers will resist as they are not sure of the future thus bringing about poor industrial relations. Furthermore, this is the fear of losing one’s job (Subbakarishna, 1998). This therefore is concerned with the potential loss of employment and uncertainty regarding the job and carrier issues. This improves ones level of responsibility and promotional opportunities.

Planning

Plans provide a sense of directions by focusing the attention on specific targets and direct employee efforts towards important outcomes (Draft,1991) through goal setting and planning, managers learn what the organization is trying to accomplish. They can make decisions to ensure that internal policy, roles performance structure, products and expenditures will be made in accordance with desired outcomes.

Koontz (2002) inclines that some employees may not be able to cope with the changes that occur at work. Equipments may change or the type of work can change in an organization. This can make the employee unable to adapt. Adequate training is necessary to help the employee to cope and be able to perform better. The type of work in an organization may also involve a sense of compassion. This is especially true when the organization deals with people. People who tend to be aggressive by nature may find conflicts in the situation. Good performance may be affected, not because of lack of ability or interest, but by conflict of values (Stoner et al , 2002).

Cole (1997), revealed that some people are highly sensitive to the environment and the climate. These should be conducive for work; otherwise even good performers can also become poor performers. The work situation and environment should be adequately modified to help the employees have better working conditions. Work ethics is very important for the performance of an employee. Good morals and ethics can help a person to improve their performance. Otherwise, it can lead to poor performance and can also demotivate the other employees (Martin, 2002).

 Encouraging Team Work; This is the policy of employees in an organization to perform tasks on a group basis. In this case it helps employees to share different skills for example those who are more skilled and those less skilled. In order to improve team work and increase outcomes it is crucial to gain insight into how the team is operating and identify opportunities for improvement (Maritz, 2005).

Improvement in working conditions; This involves poor remuneration, inadequate equipments and poor working facilities. When employees perceive the organization as having poor working conditions, poor labour relation may result (Dubrin, 2007). Some people are highly sensitive to the environment and also climate. These should be conducive for work; otherwise even good performers can also become poor performers. The work situation and environment should be adequately modified to help the employees have better working conditions (Kotler, 2008).

Improvement in communication; All the basic policies and procedures relating to labour relations should be communicated to employees and management should communicate the general objective of the enterprise and it should have an open-door policy (Thompson, 2006). Poor communication skills leads to poor performance of employees that is to say when employees are not told what they have to do at the right time in the right place they tend to forget their responsibilities which reduces the rate at which work has to be accomplished thus communication still avail the different departme4nts of the organization with information required to perform the various tasks in an organization (Cole, 2001).

Labour practices
Determination of employment, dismissal without formal or normal warning leading to disagreement between the employees and management (Freeman, 1999).Robinson (2001), indicates that poor labour practices like working over time (longer hours) decreases the performance of employees. Employees need to work in shifts so that they maintain their performance level.

Adoption of New Technologies; Smith (2004), emphasizes that the introduction of new technology in different organizations has affected employee performance both positively negatively whereby it requires training workers which becomes costly and on the other hand such improves worker’s efficiency and organizational development. Balunywa (2004), adds that introduction of new technology into the market has greatly affected the performance of employees in organizations because employees tend to relax and only monitor the machines, this has increased the rate at which they relax in so doing employees cannot use their skills to achieve what they can hence decreasing their level of performance.

 Poor Working Materials

Poor working materials and equipments may not depict employee performance because of the fact that poor results are ascertained which also to organizations collapse(Derek, 2000). Appleby (2001), observes that a good working environment influences worker’s performance. In areas where there is no security worker’s lives are put at risk and this may not induce their workings.  Neo-classical theorists, pointed out that in order for a worker to perform effectively he must be coarsed with punishments. Witkin (2000), disagrees adding that poor supervision purely leads to poor results which does not depict employee Performance. Conflict within an organization cannot yield employee performance but simply triggers gradges in between workers therefore affecting employee performance (Robbins, 2005).

Planning

        The planning function of human resource department pertains to the steps taken in determining in advance personnel requirements, personnel programs, policies etc. After determining how many and what type of people are required, a personnel manager has to devise ways and means to motivate them (Dessler, 2010). In the modern world planning is crucial to an organization and an organization without plans is uncompetitive. Coordination of various future activities of an organization is by preparation of plans actions for future periods this minimizes risks and increases the degree of organizational success. Drury also further says that human resource plans made by the district should be to help in organization control and facilitate communication to ensure success in achievement of the required objectives (Drury, 2006).

Organization: Under organization, the human resource Manager has to organize the operative functions by designing structure of relationship among jobs, personnel and physical factors in such a way so as to have maximum contribution towards organizational objectives. In this way a personnel manager performs following functions: (a) preparation of task force; (b) allocation of work to individuals; (c) integration of the efforts of the task force; (d) coordination of work of individual with that of the department. (aswathatpa, et al, 2008)

 Directing

Directing is concerned with initiation of organized Action and stimulating the people to work. The personnel manager directs the activities of people of the organization to get its function performed properly. A personnel manager guides and motivates the staff of the organization to follow the path laid down in advance (parasuraman, 2001).

Directing workers in an organization on is specifically important in that it helps employees to understand the users of their bosses and work according to the organizations Goals and objectives most organizations around the world like general motors, the top management has powers and authority to direct the subordinates on what to do and also make them work to their best(parasuraman, 2001).

 Controlling

It provides basic data for establishing standards, makes job analysis and performance appraisal, etc. All these techniques assist in effective control of the qualities, time and efforts of workers. Controlling is one of the most important functions of human resource since it directly regulates organizational performance, but most of all in a competitive world efficient control of organizational activities is crucial for an organization to stay relevant in the business.

Proper controlling can lead to improved efficiency and effectiveness in delivery of goods and services. Organizational control is a deliberate attempt to design a future course of action with view to optimize the use of resources. And organizations without a planned way to control activities are bound to fail because it had not had particular route to follow Cole (1997).

Compensation to Personnel

Compensation means determination of adequate and equitable remuneration of personnel for their, contribution to the organization objectives to the monetary compensation for various jobs is one of the most difficult and important function of the personnel management. A number of decisions are taken into the function, viz., job-evaluation, remuneration, policy, inventive and premium plans, bonus policy and co-partnership, etc. It also assists the organization for adopting the suitable wages and salaries, policy and payment of wages and salaries in right time, (forster et al, 2004).

Maintaining Good Industrial Relation:  Human Resource Management covers a wide field; it is intended to reduce stifles, promote industrial peace, provide fair deal to workers and establish industrial democracy. If the personnel manager is unable to make harmonious relations between management and labor industrial unrest will take place and millions of man-days will be lost. If labor management relations are not good the moral and physical condition of the employee will suffer, and it will be a loss to an organization vis-a-visa nation. Hence, the personnel manager must create harmonious relations with the help of sufficient communication system and co-partnership (carppleli, 2010).

Record Keeping: In record-keeping the personnel manager collects and maintains information concerned with the staff of the organization. It is essential for every organization because it assists the management in decision making such as in promotions. This record mainly includes employee’s academic records, performance records, disciplinary records and also salary earnings in an organization and many others. (Pattanayak, 2001).

2.4 BENEFITS OF EMPLOYEE MOTIVATION

Sanderson (2003), believed that empowerment creates motivation and energy in workforce to do their work efficiently and effectively (Amin. et al, 2010). Kuo et al. (2010), recommended that together the job characteristics of career revamp and employee empowerment are imperative characteristics in giving greater employee dedication and trustworthiness toward the organization and increased level of motivation (Reena et al, 2009). More the loyalty towards the organization and higher the motivation works best for the effectiveness and growth of a business.

In the long run, the effects of compensation and benefits diminish as employees begin to feel a sense of loyalty and organizational commitment. When employees begin to feel they are an indispensable part of the organization, they often become dissatisfied with their compensation and benefits. Finally, when employees feel they are a superior part of an organization, they typically believe that the organization owes them much more than what they are already receiving (MacDonald and Gabriel, 2013). At this point, compensation is simply the glue which holds many dissatisfied employees in place. Furthermore, it does not mean that there is a positive correlation between better compensation and better performance.

Posti (2005), inclines that people need motivation just as pieces of equipment need fuel and operators. This is highly demanded to ensure that they are always at their optimum working condition. In turn, this will absolutely lead to optimum productivity. People are one of the most important assets in business. They have unlimited potential to contribute in the achievement of objectives. Their aggregate productivity propels the operations of the company. It dictates the overall performance, which creates an attractive corporate culture.

Employers and owners need to create organizations where excellent performance leads to competitive compensation for people throughout the organization. Without rewards, a company is planting seeds for high turnover, low productivity and long-term failure. However, to reward employees that are not performing saddles an organization with higher payroll costs and encourages poor performers to stay while discouraging the employees that go above and beyond expectations (steers et al 2012). The impact of compensation and benefits on employee performance and organizational effectiveness depends on the existing compensation and performance management programs at an individual company. Typically, most employees respond to increases in pay and benefits with a positive and more productive attitude. However, the opposite is true as well. Sometimes, employees only notice rewards of a salary increase the day the increase is communicated to them, and the day they receive the first paycheck that includes the salary increase this therefore motivates them and work hard in order top achieve the company’s objectives.

Dems (2010) said that the value of human resource productivity is a managerial concern. Employee motivation is the classic response on this matter. This has been utilized for ages by many different entities, small- and large-scale businesses alike. It fosters mutual growth in an employer-employee relationship. Indeed, motivation increases productivity. In the study (Wood, 2000), he examined the role of active exploration in an adult training program. Their results indicated that participants who were trained to actively explore the environment during training had higher intrinsic motivation levels, as well as higher performance on transfer tasks.

Compensation is one of the primary reasons for employees to seek employment. They arerewarded for their services and efforts that they exert for their organizations. They can be compensated in many ways for example salaries, holidays, bonuses etc. There are two basic compensation models; performance based pay and components based pay. In the former paradigm, employee’s compensation is either tied to the way he performs; if he performs better he would be rewarded accordingly (performance based pay) and on the other hand, non performance based pay; where, employee’s performance is not tied to getting rewards, rather the employee is paid or rewarded even if its performance is not up to the mark for example fixed pay and salaries (Taylor, 2005).

The relative importance of various factors used to measure the performance of employees should be related to how well each measure informs the principal about the employee`s actual performance (Lambert and Larcker, 1987; Banker and Datar, 2013). For decade`s employees measure have been used as primary indicators of managerial performance with prior research documenting a significant relation between employees based performance and financial compensation (Antic and Smith, 1986, Ittner, et at., 2013). Moreover, both the annual cash bonus and the sum of the cash bonus plus stock based compensation have been linked to employees based performance as well as numerous other attributes of the firm’s governance structure (Core, et al, 2011).

Dems (2010), indicates that the relationship between Motivation and employee performance is to the effect that when employees are properly motivated, it creates delight in their day to day work. Various studies and research have also proven that delighted employees give out their best in the workplace. However, many employers and managers do not value the impact of motivation on employee performance. As such, in trying to increase performance and thus productivity, they ignore motivation and resort to other factors such as employee competencies, process efficiency and effectiveness, technology deployment, innovation, organizational learning, and others.

 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter covers research design, study population, sampling design, sources of data collection, methods of data collection, procedure of data collection, data quality control, data processing, presentation, and analysis and finally limitations anticipated.

3.2 Research design

The study will use descriptive research design. The researcher will employ descriptive research design since it provides the opinion of people about the subject knowledge on the impact of employee motivation on organizational performance. The designs will avail the researcher with comprehensive information about the research study as a way to get solutions. Descriptive approach, in this case will be used because the study seeks descriptive analysis of information.

3.3 Study population

The population of the study will be 30 people which will include; the staffs of Cyprian high school. The researcher will choose to take the above study population due to insufficient resources to manage a large number of respondents.

3.4 Sampling design.

Sampling design will consist of the sampling size and   sampling techniques.

3.4.1 Sampling size

The population under consideration will be 30 staffs from both the teaching and the non teaching departments the researcher will consider members of staff who have worked for at least six months and above in the organization.

3.4.2 Sampling technique.

The sampling technique will be purposive sampling and this will be used to select workers form both the teaching and the non teaching department.

3.4       Sampling techniques

According to (Amin, 2005) sampling involves selecting a sample of the population in such a way that samples of the same size have equal chances of being selected.

The sample will target 30 respondents that will be selected in a way that 20 respondents will be from the teaching department while the 10 respondents will be from the non teaching department

Table: Sample size of the respondents

3.5 Sources of data collection

This will include both primary and secondary sources

3.5.1 Primary sources

The primary data will be obtained through questionnaires. This will involve distributing questionnaires to chosen respondents. Primary data will be used to compare whether what is in the literature matches with respondent’s views.

3.4.2 Secondary data

The researcher will obtain data from written documents like reports which have already been compiled by other persons; this will be obtained from journals, text books, magazines, and various documents through review of related literature from 2000 up to date. This will be to supplement on primary data and also to compare primary data with literature review.

3.6 Methods of data collection

This will include questionnaires and interviews that will be used to gather data on the impact of employee motivation on organizational performance.

3.6.1    Questionnaires

The researcher will form close ended and open ended questionnaires designed to collect data on the impact of employee motivation on organizational performance at St Cyprian high school, this will be sent to respondents for them to answer. The researcher will collect questionnaires back for analysis; data will be coded into understandable and meaningful information. This method will be chosen because it is easier to gather information; it will give the respondents enough time to answer the questions since questionnaires will be dropped to the respondents and then collected after 10 days.

3.6.2 Observation

This will involve a researcher going to the field, and observe critically what is in the field; record the finding and then conclusion will be drawn. The method will give more reliable and accurate information. It will give first-hand impression that removes doubt; it will enable researcher to clarify some questions on the spot.

3.7 Research variables

The variables of the study are independent and dependent variables. Impact of employee motivation on employee performance.

3.8 Procedure for data collection.

The researcher will acquire an introductory letter from the University and will be presented to the organization where the research will be conducted from.

3.9 Data quality control

The detailed information concerning the study will be analyzed in a way that reflects what will be answered by the respondents. These will help the researcher to come up with accurate and correct results about the study variables.

3.10 Data analysis and presentation

The findings of the data will be presented by use of tables, by arranging describing data in relation to the objectives of the study. Editing will be done to ensure completeness of questionnaire and to eliminate misrepresentation of questionnaires.

3.11 Ethical consideration

The information got will be kept confidential and strictly used for academic purpose in writing the report.

3.12. Anticipated limitations.

The researcher may face the following limitations in the process of conducting the study;

• Limited time to conduct the study because of other activities however this will be solved through proper planning and time budgeting.
• Language barrier between the researcher and the respondents and this problem will be solved through encouraging respondents to guide them in terms of narrating.
• Limited financial support to the study this will be solved through borrowing from fellow students.