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IMPACT OF MONETARY MOTIVATION ON EMPLOYEE PERFORMANCE
A CASE STUDY OF BUKOYO SECONDARY SCHOOL IGANGA DISTRICT”
INTRODUCTION
- Introduction
This chapter presents the background to the study, statement of the problem, purpose of the study, research objectives, and research questions, scope of the study and significance of the study.
Globally, successful running of organizations is very challenging today. Employee performance and revenue growth are challenged by internal and external operating environment factors. To survive in a profitable way in the highly challenging and competitive global market economy, all the factors of production like machines, materials and men should be managed in an impressive way. Among the factors of production the human resource constitutes the biggest challenge unlike other inputs, employee management calls for accomplished handling of thoughts, feelings and emotions to protect highest performers. High performance is a long-term benefit of employee motivation (Wilmot, 2007).
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.
Employee performance management encourages the employee to get involved in the planning for the organization, and therefore anticipates by having a role in the process the employee will be motivated to perform at a high level (Kreisman, 2002).
The Motivation status at Bukoyo Secondary School Iganga District is quite sloppy and leaves a lot to be desired. From initial results obtained by the researcher, most of the motivation policies at Bukoyo Secondary School Iganga District were not adequately functioning and the few policies that are functioning were inconsistent and irrelevant for workers needs and desires at school. It concentrates on monetary rewards, which are not only unfairly but also inequitably administered like employees in same scale with similar qualifications earn varying salaries, and staffs on project assignments earning a lot.It is against this background that the researcher is prompted to undertake a research study entitled “The Impact of monetary Motivation on the Employee Performance in Organization at Bukoyo Secondary School Iganga District.”
- Statement of the Problem
Due to increasingly competitive institutional arrangement, there is call for highly committed human resources when looking forward to attain a maximum performance and commitment through rewarding workforce (Cole, 2002). Therefore, it is not surprising that best companies are those that motivate employees efficiently and effectively, Bukoyo Secondary School Iganga District and other organizations still see employee motivation, the costs associated motivating employees as an expense that must be minimized. Bukoyo Secondary School Iganga District has failed to motivate employees by failing to give them their bonuses, providing incentive schemes and allowing most of the employees to take part in decision making. Consequently, this has created employee dissatisfaction at Bukoyo Secondary School Iganga District because of the poor reward management policy which is perceived by employees as being unfair and lack equality. Performance of the organization has been steadily declining, number of complaints rising and poor motivation strategies are used at Bukoyo secondary school, a trend that must be urgently reversed.
- Purpose of the Study
The purpose of the study is to examine the Impact of monetary motivation on employee performance using the Case Study of Bukoyo Secondary School Iganga District.
- To establish the motivational strategies currently in place at Bukoyo Secondary School Iganga District.
- To examine the other factors that affecting the performance of employees in Bukoyo Secondary School Iganga District?
- To examine the relationship between monetary motivation and organizational performance
1.5 Research Questions
- What motivational strategies are currently in place at Bukoyo Secondary School Iganga District?
- What other factors impact the performance of employees in Bukoyo Secondary School Iganga District?
- What is the relationship between monetary motivation and organizational performance?
1.6 Scope of the Study
The study will focus on monetary motivation and employee performance in Bukoyo Secondary School Iganga District, monetary motivation as the independent variable and employee performance as the dependent variable. The study will also establish the relationship between monetary motivation on employee performance.
The study will be conducted at Bukoyo Secondary School Iganga District to determine the impact of monetary motivation on employee performance.
The study will focus on the impact of monetary motivation on employee performance in Bukoyo Secondary School Iganga District for a period of two years.
1.7 Significance of the Study
- The research findings may help the management of Bukoyo Secondary School Iganga District to understand further the effect of motivation on employee performance.
- The study findings may help management of Bukoyo Secondary School Iganga District to come up with better motivation techniques which will result into improved employee performance.
- The study findings may highlight on the benefits of employee motivation and how they subsequently influence employee output.
- The study findings may be helpful to many managers and leaders in our society to identify the things that they need to do in order to successfully motivate their employees to perform at their best.
- The study findings may benefit policy makers like the International Labor Organization, Workers’ Union and other government organizations to come up with effective realistic policies of motivating employees.
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter will cover the review of the literature on the motivational strategies used in the organization , the other factors that impact on performance of employees and the relationship between motivation and employee performance therefore the literature review is captured from local and international sources.
2.1 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 The different motivational strategies used in organizations
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.
2.3 Other factors affecting Employee Performance
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.
2.3.2 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.
2.3.3 Feedback
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.
2.3.4 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.
2.3.5 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.
2.3.6 Technology
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).
2.3.7 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).
2.3.8 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.
2.3.9 Harsh Supervision
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).
2.3.10 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.
2.3.11 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).
2.3.12 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).
2.3.13 Poor 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).
2.3.14 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).
2.3.15 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.
2.3.16 New Technology
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.
2.3.17 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).
2.4 The Relationship between Motivation and Employee Performance
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.
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 are rewarded 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.
2.5Conclusion
It can be seen that employee motivation relates to the organizational productivity of companies in many industries. The main reason that companies should pay a lot of attention on employee motivation is because it is one of the main factors to influence workers to carry out with their best effort and this will in turn increase the level of organizational outcome. However, motivating workers to work as a team and with their best effort is not an easy task. For companies to motivate workers effectively, managers must find out what are the factors that can be used as the motivator. Other factors like leadership personality and staff empowerment should also be taken into account as it may de-motivate employees.
CHAPTER THREE
METHODOLOGY
3.0 Introduction
This chapter presents the methodology which consists of the research design, area of study, study population, sample population and selection, sampling technique, data collection method, data quality control, data collection procedures and limitations of the study.
3.1 Research design
The study will use both qualitative and quantitative research designs. Research design is defined as “a blueprint for conducting a study with maximum control over factors that may interfere with the validity of the findings”, (Burns and Grove (2003). The researcher will use the above methods because many aspects will be covered in the study topic specifically Bukoyo Secondary School Iganga District.
According to Holloway and Wheeler (2002) qualitative research is defined as “a form of social enquiry that focuses on the way people interpret and make sense of their experience and the world in which they live”. Researchers use the qualitative approach to explore the behavior, perspectives, experiences and feelings of people and emphasize the understanding of these elements, (Kothari, 2004).Quantitative research is a formal, objective, systematic process in which numerical data are used to obtain information about the world, (Burns & Grove 2005).Quantitative research method will be used because it is easy to use in data analysis.
3.2 Area of the study
The study will be carried out at in Bukoyo Secondary School Iganga District.
3.3 Study population
Sekaran (2003) defines a population as the entire group of people, events or things that a researcher wishes to investigate. Mugenda and Mugenda (2003), argue that it is impossible to study the whole targeted population and therefore the researcher shall take a sample of the population. A sample is a subset of the population that comprises members selected from the population, the study will target the business people in Bukoyo Secondary School Iganga District.
3.4 Sampling size and sampling procedure
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 comprise of 30 respondents that will be selected among the different respondents in Bukoyo Secondary School Iganga District.
3.5 Data type and Sources
Source of data will be from both primary and secondary sources.
3.5.1 Primary data
According to (Christina Hughes,2006), this is data used in research originally obtained through efforts of researcher through surveys, interviews, and direct observation . Primary data is more costly to obtain than secondary data, which is obtained through published sources,, but it is also more current and more relevant to research project.
Primary data will be obtained from the questionnaires administered on the target respondents to gain opinions and impact of monetary motivation on employee performance a case study of Bukoyo Secondary School Iganga District.
3.5.2 Secondary sources
Secondary data is data which has been collected by individuals or agencies for purposes other than those of a particular research study. It is data developed for some purpose other than for helping to solve the research problem at hand (Bell, 1997). This will comprise of literature related to impact of monetary motivation on employee performance a case study of Bukoyo Secondary School Iganga District.
Secondary data will be sourced because it yields more accurate information than obtained through primary data, and it is also cheaper.
3.6 Data Collection methods and procedures
The major instruments for data collection will be questionnaires and interview guide. Surveys will be just one part of a complete data collection and evaluation strategy. The major method of data collection for the study will be the survey, which will be done using selected instruments like questionnaires. The questionnaire will provide respondents with ample time to comprehend the questions raised and hence, they will be able to answer factually.
3.6.1 Questionnaires
The Questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents, (Bush, et al, 2010). The researcher will administer the questionnaires to respondents, which will be designed basing on study objectives and questions. Respondents will read and write the questionnaires themselves. The questionnaires will be considered convenient because they will be administered to the literate and its anonymous nature will fetch unhindered responses.
3.6.2 Interviews
An interview is a conversation where questions are asked and answers are given. In common parlance, the word interview refers to a one-on-one conversation with one person acting in the role of the interviewer and the other in the role of the interviewee, (Amin, 2003).The interview guide will be structured. The interviews will be held with some of the members expecially the administrator of Bukoyo Secondary School Iganga District.
This will be used since it’s the best tool for getting first-hand information /views, perceptions, feelings and attitudes of respondents. Both formal and informal interviews will be used to get maximum information from the different respondents to participate in the research.
3.7 Data processing and analysis
The raw data will be coded, edited, and arranged ready for analyzing only completed raw data will be analyzed using statistical tables and graphs.
3.8 Limitations of the study
The researcher may face the following challenges in the course of the study;
The researcher may not get enough time to interview all the respondents; however this problem will be solved by allocating/ budgeting for the time appropriately.
The researcher may also face a challenge of bad weather condition too much rain, muddy areas; this will be an obstacle to the efficiency of data collection which hamper with data quality.
