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Effect of Employee Motivation on Employee Performance
Dr. Moeed Ahmad Sandhu
Assistant Professor Department of Business Administration BZU Sahiwal
moeed.sandhu@bzu.edu.pk
Mr. Javed Iqbal (Corresponding Author)
Lecturer Department of Business Administration BZU Sahiwal
javediqbal@bzu.edu.pk
Dr. Waris Ali
Assistant Professor Department of Business Administration BZU Sahiwal
waris.ali@bzu.edu.pk
Mr. Muhmmad Sajid Tufail
Lecturer Department of Business Administration BZU Sahiwal
sajidtufail@hotmail.com
Abstract
The purpose of conducting this research is to find out the influence of employee motivation
on employee performance. Our major focus was to study this in education sector in Sahiwal,
Punjab, Pakistan. For this purpose a questionnaire is made and filled by the teachers of
different colleges and universities. Findings show that independent variable i.e. employee
motivation is having a positive relationship with dependent variable i.e. employee
performance. In the today’s economy, there is a tough competition and it has become very
much important for the education institutions to retain their teachers. Therefore, they should
try to motivate their employees to keep them satisfied. By keeping in mind this context, we
consider that employee performance in relation to the employee motivation, as a vital aspect
of conducting this research.
Keywords: employee motivation, employee performance, education sector
INTRODUCTION
The word motivation is derived from the Latin word motus, a form of the verb which means
to move, influence, affect, and excite. By motivation we then mean the degree to which a
person is moved or aroused to act. Motivation is the set of psychological processes that cause
the arousal, direction, and persistence of individual’s behaviours toward attaining a goal.
The latter definition underlines three pillars of motivation.
The first – arousal –has to do with the drive or energy that ignites behaviour
The second – direction – has to do with the type of behaviour that is exerted and whether it is
in line with demand or organization goal
The third pillar– persistence – deals with the lastingness of behaviour. Though, this factor is
of less importance, because persistence can be simply defined as the reaffirmation of the
initial arousal and direction processes
Motivation is one of the most important concepts of psychology and very vital for the
managers who direct the growth of his subordinates towards worthwhile goals. The transfer
of control is best supported by an organization environment that is "organized to encourage
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and support a continued, increasingly mature and comprehensive acceptance of
responsibilities for one's own performance"
The concept of motivation is used to explain the distinction between employees which have
the same talents, abilities and opportunities to do their jobs in a similar organization and are
under the same employment conditions and with the same facilities, but demonstrate different
performances. Employees who have high work motivations keep on trying to get more
promotion, and since they are constantly seeking better ways to carry out their duties and
responsibilities, they will be promoted faster. These employees perform their jobs in such a
manner that the jobs are required to be done with relatively more efforts, so they can try more
to play the role for which they are asked. Considering the importance of motivation, this
research has investigated about the impact of motivation and its related factors on Employees
job performance in educational institutions of Sahiwal, Punjab, Pakistan.
The performance of workers has become important due to the increase concern of human
resources and personnel experts about the level of output obtained from workers due to poor
remuneration. The attitude is also a social concern and is very important to identify problems
that are obtained in industrial setting due to nonchalant attitudes of managers to manage their
workers by rewarding them well to maximize their productivity. A very few organizations
believe that the human personnel and employees of any organization are its main assets
which can lead them to success or if not focused well, to decline. Unless and until, the
employees of any organization are satisfied with it, are motivated for the tasks fulfilment and
goals achievement and encouraged, none of the organization can progress or achieve success.
Appropriate reward package can jeer up or influence workers to develop positive attitude
towards their job and thereby increase their productivity.
LITERATURE REVIEW
Internal and external factors that stimulate desire and energy in people to be continually
interested and committed to a job, role or subject, or to make an effort to attain a goal.
Motivation results from the interaction of both conscious and unconscious factors such as
(1) Intensity of desire or need
(2) Incentive or reward value of the goal
(3) Expectations of the individual and of his or her peers.
These factors are the reasons one has for behaving a certain way. An example is a student
that spends extra time studying for a test because he or she wants a better grade in the class.
The job related activities expected of a worker and how well those activities were executed.
Many business personnel directors assess the employee performance of each staff member on
an annual or quarterly basis in order to help them identify suggested areas for improvement.
Many characteristics of the work, particularly independence and competence, are referred as
intrinsic motivators by social psychologists and personality psychologists. Deci and his
colleagues proposed that intrinsic motivation occurs when individuals feel both self-
determined and competent in their work (Deci 1975; Deci & Ryan 1985). According to this
research, people will feel competent if they obtain feedback that indicates progress in their
work, or suggests way they can increase their competence. According to De Cenzo et al.,
(1996), people who are motivated use a greater effort to perform a job than those who are not
motivated. In other words this means that all thinkable factors of physical or psychological
aspects that we interact with, leads to a reaction within our self or of the entire organization.
When employees have high autonomy, receive feedback about their performance, and have
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an important, identifiable piece of work to do which requires skill variety, they may
experience feelings of happiness and therefore intrinsic motivation to keep performing well
(Hackmam & Oldham, 1980). Motivation has been defined as: the psychological process that
gives behaviour purpose and direction (Kreitner, 1995); a predisposition to behave in a
purposive manner to achieve specific, unmet needs (Buford, Bedeian, & Lindner, 1995); an
internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian,
1993) Mitchell. One strategy for reaching higher goals and development is motivation.
Employees are motivated to render quality service and effectiveness which means that
motivation is a key factor for progress within an institution or organization. A profound
knowledge of motivation and its meaning is therefore essential for success of the institution
(Paré 2001). Motivating employees is essential for the achievement of organizational goals.
According to Dubin (2002), “Motivation is the complex of forces starting and keeping a
person at work in an organization. Motivation is something that puts the person to action, and
continues him in the course of action already initiated”. Motivation refers to the way a person
is enthused at work to intensify his desire and willingness to use his energy for the
achievement of organization’s objectives. It is something that moves a person into action and
continues him in the course of action enthusiastically. Schoeffler (2005), a contributor to the
Insurance Journal, explains that incentives should be in a three tier incentive scheme:
recognition, short-term, and long term. The basic concept is to allow for incentives that will
motivate different personality types. For example, some people enjoy immediate satisfaction
and some enjoy satisfaction that is delayed but has taken time to build up. Recognition is a
key role in motivating which is a non-financial incentive that reflects feedback.
According to Latham and Ernest (2006) motivation was in the beginning of the 1900s
thought only to be monetary. However, it was discovered during the 20th century that to
motivate employees, there are more factors than just money. In their view, employees‟
satisfaction with their job is an important indicator for a good job performance and happy
employees are productive. To them, motivation is a psychological factor and is affected by
the workers mental attitude and health. Therefore, in order to be motivated, a person needs‟
to have certain basic needs fulfilled. If these needs are lacking, a person’s self-esteem and
self-actualization cannot develop. This could result in lack of interest to progress and
develop, both professionally and personally. There are several theories of human needs,
which are the foundation of motivation. According to Bassette-jones & Lloyd (2005)
“expectancy, equity, goal setting and reinforcement theory have resulted in the development
of a simple model of motivational alignment. The model suggest that once needs of
employees are identified, and organisational objectives and also satisfy employee needs .If
poorly aligned, then low motivation will be the outcome”
Employee performance fundamentally depend on many factors like performance appraisals,
employee motivation , employee satisfaction, compensation, training and development, job
security, organization structure and other, but the area of research is focused only on
employee motivation as this factor highly influence the performance of employees. A
motivational employee is responsive of the definite goals and objectives he/she must achieve,
therefore he/she directs their effort in that direction. Ruther fold reported motivation
formulates an organization more successful because provoked employees are constantly
looking for improved practices to do a work. Getting employees do their best work even in
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strenuous circumstances, is one of the employees most stable and greasy challenges and this
can be made possible through motivating them.
Employees want to earn reasonable salary and payment and desire their work to feel that is
what they are getting. Money is the fundamental inducement; no other incentive or
motivational technique comes even close to it with respect to its influential value (Sare et al
2004). It has the supremacy to magnetize and motivate individuals towards higher
performance. Research has suggested that reward now cause satisfaction of the employee
which directly influences performance of the employee (Kalimullah et al, 2010). All
businesses use pay, promotion, bonuses or other types of rewards to motivate and encourage
high level performances of employees (Rena et al, 2009). To use salary as a motivator
effectively, managers must consider salary structures, payment according to performance,
personal or special allowances, fringe benefits and so on( Adeyinka et al 2007).
Performance in organisations can be separated in organisational performance and job
performance (Otley, 1999). According to Otley, the performance of organisations is
dependent upon the performance of employees (job performance) and other factors such as
the environment of the organisation. The distinction between organisational and job
performance is evident; an organisation that is performing well is one that is successfully
attaining its objectives, in other words: one that is effectively implementing an appropriate
strategy (Otley, 1999) and job performance is the single result of an employee’s work
(Hunter, 1986). Since the aim of this thesis is to provide a link between motivating employees
and their performance, organisational performance lies outside the scope of this research and
only job performance is addressed.
A good employee performance is necessary for the organisation, since an organisation’s
success is dependent upon the employee’s creativity, innovation and commitment (Ramlall,
2008). Good job performances and productivity growth are also important in stabilizing our
economy; by means of improved living standards, higher wages, an increase in goods
available for consumption, etc (Griffin et al., 1981). Griffin et al. also argue that therefore
research of individual employee performance is important to society in general. According to
Hunter and Hunter (1984) crucial in a high job performance is the ability of the employee
himself. The employee must be able to deliver good results and have a high productivity.
Hunter and Hunter (1984) also argue that this is something the organisation can know at
forehand; they can select employees with the required abilities or they can recruit those
employees themselves. Of course the latter is more time consuming, but can obtain better
results in the end (Hunter, 1986).
However, job performance is more than the ability of the employee alone. Herzberg (1959)
and Lindner (1998) refer to the managerial side of performance. According to Herzberg
(1959) performance is: let an employee do what I want him to do. This implies that the
organisation’s hierarchy and task distribution are also critical for a good employee
performance. Lindner (1998) adds to this statement by arguing that employee performance
can be perceived as “obtaining external funds”. According to Vroom (1964) an employee’s
performance is based on individual factors, namely: personality, skills, knowledge,
experience and abilities. Many researchers agree that job performance is divided in those five
factors (e.g. Hunter & Hunter, 1984). Some researchers even argue that a person’s personality
has a more specific role in job performance (Barrick & Mount, 1991). However, according to
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various researchers, it is not what performance exactly means, but how it is composed and
how it is measured (Furnham, Forde & Ferrari, 1998; Barrick & Mount, 1991). Vroom’s
(1964), Hunter & Hunter’s (1984), Hunter’s (1986), etc. results are evident. Namely, Job
performance can be divided in personality, skills, knowledge, experience and abilities. Some
researchers even argue that personality has a more specific role in job performance. However,
according to Bishop (1989) and others, job performance contains a problem; namely the
measurement of performance.
Individual performance is a core concept within work and organizational psychology. During
the past 10 or 15 years, researchers have made progress in clarifying and extending the
performance concept (Campbell, 1990). Moreover, advances have been made in specifying
major predictors and processes associated with individual performance.
With the ongoing changes that we are witnessing within organizations today, the performance
concepts and performance requirements are undergoing changes as well (Ilgen & Pulakos,
1999). Performance is a major—although not the only—prerequisite for future career
development and success in the labor market. Although there might be exceptions, high
performers get promoted more easily within an organization and generally have better career
opportunities than low performers (Vans cotter, Motowidlo, & Cross, 2000).In 1990,
Campbell described the literature on the structure and content of performance a virtual desert
(p. 704). However, during the past 10 to 15 years, one can witness an increasing interest in
developing a definition of performance and specifying the performance concept.
Authors agree that when conceptualizing performance one has to differentiate between an
action (i.e., behavioural) aspect and an outcome aspect of performance (Campbell, 1990;
Campbell, McCloy, Oppler, & Sager, 1993; Kanfer, 1990; Roe, 1999). Not every behaviour is
subsumed under the performance concept, but only behaviour which is relevant for the
organizational goals: Performance is what the organization hires one to do, and do well
(Campbell et al., 1993, p. 40). Thus, performance is not defined by the action itself but by
judgemental and evaluative processes (cf. Ilgen & Schneider, 1991; Motowidlo, Borman, &
Schmit, 1997). Moreover, only actions which can be scaled, i.e., measured, are considered to
constitute performance (Campbell et al., 1993).
In order to achieve a proper job performance and more effective and optimal efficiency and
productivity, each organization explores ways to make a helpful environment for its
employees to reach that level of ability which can make a greater impact on their work.
Actually, job performance has been defined as the overall values which an individual does
during a specified period of time as discrete pieces of behaviours which are expected by the
organization (Motowidlo, 2003). Spector expresses that people could act in their careers well,
on the condition that they have necessary motives, abilities and motivation to do a good
performance (Spector, 2009). Motivation is an individual characteristic, but it can rise from
the individual (e.g. personality) and also from the environmental conditions. Improvement
and enhancement of organization performance and increment of productivity in order to
achieve maximum efficiency of used human and material resources is of the obvious and
important management tasks. Rothmann (2002) defines the job performance as a multi-
dimensional structure that shows the quality level of working employee's performance, their
level of innovation, problem solving techniques and available resources utilization methods,
and also their energy and time using manner to perform the duties of the job. In other words,
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job performance is a set of behavioural and functional patterns including knowledge, skills,
managerial competence, conscience and cognitive abilities in the work environment (Murphy
and Sharla; quoted from Rothmann, 2002).
METHODOLOGY
In this research, the deductive approach is used. In this approach we utilize a wide range of
existing theories and to find the answers from existing research and findings about motivation
and employee enhancement, which will form the basis to compare, analyse and investigate
the findings of the research. The investigation begins with a sample questionnaire and then
results of the questionnaire are analysed by arranging the motivational factors perceived by
employees towards their performance.
The purpose of the research is to access the role of motivation in enhancing employee’s
performance in educational institutions utilizing Maslow’s Hierarchy of need theory as a
foundation in order to achieve the same.
Quantitative methods are based on already decided and well structured questions which all
the respondents will be asked. The information is reduced to a certain area of interest.
Our target population is the teachers of the colleges and universities in city Sahiwal of
Punjab. A total population size of One Hundred and Twenty (120) respondents is selected.
The number of questionnaire circulated was 120 out of which 100 were returned. The
response rate was 83.3%. All questionnaires were complete and unbiased. This selected
sample size gave true reflection of the research findings and fair representative of the
respondent views.
Research Design:
Problem Statement:
This research has been conducted to find out the extent to which the different types of
employee motivation can influence the performance of employees in education sector. This
research seeks to answer what role motivation play in enhancing employee’s performance.
Research Objective:
The general objective of the study is to investigate the effect of motivation on the
performance of employees. The study seeks to answer following questions:
1. To examine ways of motivating employees to put their best.
2. To assess which factors motivate employees.
3. To evaluate the role that motivation plays on employees performance
4. To establish relationship between motivation and performance
Research Questions
1. How does employee motivation affect organizational performance?
2. How do motivational tools affect employees in an organization?
Hypothesis:
Our main hypothesis is:
Ho1: Employee motivation has positive relationship with employee performance.
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Ho2: Financial Incentives and retirement benefits have positive relationship with employee
performance.
Ho3: Job security has positive relationship with employee performance.
H04: Recognition and status is positively related to employee performance.
Data Collection:
The data collection instrument used was a structured questionnaire because structured
questionnaires are extremely flexible and could be used to gather information concerning
almost any topic, from a larger or small number of people. The questionnaire is divided into
three sections. Section A collected basic demographic information regarding the respondents
such as Path Goal theory age, gender, qualification and working experience; section B
determines the extent to which motivation is practiced by teachers in educational institutions;
section C captured information which explain the extent of an employee performance.
Four of our team members collected data from different educational institutes which were
two main universities of the city and other colleges of Sahiwal.
No references were furnished for data collection. We approached the subject matter directly
and no appointments were made. Questionnaires were filled free. It means no payments were
made to the subject matter. All of the questionnaires were filled and returned by the
respondents in four to five days. An average participant took 5 – 7 minutes to fill the
questionnaire. Some of the questionnaires were filled at the spot. Most of the Questionnaires
were filled by the respondents after carefully reading the questionnaire.
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DATA ANALYSIS AND INTERPRETATION:
Statistical Packages for the Social Sciences (SPSS) was used in the study for the purpose of
analysis and interpretation of results. Descriptive statistics based on frequency tables and
graphs was used in the study was based on the tables of frequency distribution and graphical
presentation for the responses of work.
Statistics
Gender Area of
Specializatio
n
Educational
Background
NValid 100 100 100
Missing 0 0 0
Range 1.00 3.00 2.00
Minimum 1.00 1.00 1.00
Maximum 2.00 4.00 3.00
Statistics table shows that minimum and maximum values are correct and the range is also
correct for the three variables namely gender, area of specialization and educational
background.
Gender
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Male 24 24.0 24.0 24.0
Female 76 76.0 76.0 100.0
Total 100 100.0 100.0
Frequency table for gender shows that 24% respondents were males and 76% were females in
our research.
Area of Specialization
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Arts 32 32.0 32.0 32.0
Mathematic
s10 10.0 10.0 42.0
Sciences 36 36.0 36.0 78.0
Business 22 22.0 22.0 100.0
Total 100 100.0 100.0
This table shows that 32% respondents belong to arts field, 10% mathematics, 36% sciences
and 22% to business field.
Educational Background
8
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Graduate 5 5.0 5.0 5.0
Masters 87 87.0 87.0 92.0
M.Phil 8 8.0 8.0 100.0
Total 100 100.0 100.0
This table show that 5% respondents in this research are graduate, 87% are masters and 8%
are M.Phil.
Correlations
Total
Motivation
Total
Performance
Total
Motivation
Pearson
Correlation 1 .485**
Sig. (2-tailed) .000
N 100 100
Total
Performance
Pearson
Correlation .485** 1
Sig. (2-tailed) .000
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).
Explanation:
Table shows that there is positive correlation (0.485) between employee motivation and
employee performance which is also significant at (0.00) level. Therefore we accept this
hypothesis.
Reliability:
The most important consideration in selecting scale is to check the reliability of the scale.
There are a number of different aspects to reliability but the most concerning is internal
consistency. One of the most commonly used indicators of internal consistency is Cranach’s
alpha coefficient. Its value should be above .7.
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Employee Motivation:
Reliability Statistics
Cranach’s
Alpha
Cranach’s
Alpha Based
on
Standardized
Items
N of
Items
.747 .739 10
Reliabilty Statistics of Employee Motivation shows it has good internal consistency as the
Cronbach’s alpha coeffecient value is .747 which is above .7.
Employee Performance:
Reliability Statistics
Cronbach's
Alpha
N of Items
.823 9
Reliabilty Statistics of Employee Performane shows it has good internal consistency as the
Cronbach’s alpha coeffecient value is .823 which is above .7.
The graph of gender shows the distribution of male and females respondents. Graphs shows
that females respondents is 76% and male respondent is 24%
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This graphs shows that most of the respondent belong to science field.
This graph shows that most of the respondents lie within the range of 1-5 years.
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This graphs shows that most of the respondents are masters in their respective fields.
This graph shows that most of the respondents lie within the range of 20-29 years.
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The curve of total motivation shows that curve is normally distributed with some of the
values of kurtosis is highly peaked.
The curve of the total performance shows that the curve is normally distributed with most of
the values skewed to the left.
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Regression:
Descriptive Statistics
Mean Std.
Deviation
N
Total
Performance 38.2500 4.17393 100
Total
Motivation 38.0200 5.56319 100
Explanation: This table shows that out of 100 respondents, mean of independent variable
employee motivation is 38.02; mean of dependent variable employee performance is 38.25
respectively.
Correlations
Total
Performance
Total
Motivation
Pearson
Correlation
Total
Performance 1.000 .485
Total
Motivation .485 1.000
Sig. (1-tailed)
Total
Performance . .000
Total
Motivation .000 .
N
Total
Performance 100 100
Total
Motivation 100 100
Explanation:
Table shows that there is positive correlation (0.485) between employee motivation and
employee performance which is also significant at (0.00)level. Therefore we accept this
hypothesis.
Model Summary
Model R R Square Adjusted R
Square
Std. Error of
the Estimate
1 .485a.235 .228 3.66816
a. Predictors: (Constant), Total Motivation
b. Dependent Variable: Total Performance
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Table indicates the value for adjusted R square (0.235) which shows that the independent
variable (Employee Motivation) explain23.5% of variance in Employee Performance.
ANOVAs
Model Sum of
Squares
df Mean
Square
F Sig.
1
Regressio
n406.122 1 406.122 30.183 .000b
Residual 1318.628 98 13.455
Total 1724.750 99
a. Dependent Variable: Total Performance
b. Predictors: (Constant), Total Motivation
Coefficients
Model
Un
standardiz
ed
Coefficien
ts
Standardiz
ed
Coefficien
ts
t
Sig.
Collinearity Statistics
B Std. Error Beta Tolerance VIF
1
(Constant) 24.408 2.546 9.586 .000 1.000 1.000
Total
Motivati
on
.364 .066 .485 5.494 .000
a. Dependent Variable: Total Performance
The independent variable being studied the employee motivation has a greater influence on
employee performance with standardised beta coefficient (beta=0.485) which is also
significant at 0.000 level.
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The curve of total employee performance is normally distributed with most of the values
lying in the middle of the curve.
The values of our regression analysis lie almost along the linear regression line which shows
the accuracy of data to great extent.
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Scatter plot shows that most of the values are clustered in the middle with some of the
outliers dispersed around.
FINDINGS AND DISCUSSIONS:
Answering to hypothesis 1, employee motivation has positive relationship with employee
performance. Our questionnaire items show that teachers who are highly motivated and
strongly agreed to motivational factors give high performance level.
As regards to second hypothesis financial Incentives and retirement benefits have positive
relationship with employee performance. Questionnaire items 2 and 6 were used to show this
positive relationship. The research items shows that majority of the teachers were in strongly
agreement that’s their institutions uses motivational tools such as pay, good working
condition , permortion and securities and rewards on formulated organizational policies.
Ticking strongly agree to these variables employees that these institution adopt these factors
in there motivational process.
1st hypothesis:
Employee motivation has positive relationship with employee performance.The first
hypothesis which states that, there is a significance relationship between employee
motivation and workers performance was accepted. This shows that the kind of motivation
given to workers in an organization has a significance influence on workers performance.
This is in line with equity theory which emphasizes that fairness in the remuneration package
tends to produce higher performance from workers.
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As regards to 2nd hypothesis:
Financial Incentives and retirement benefits have positive relationship with employee
performance. Questionnaire items 2 and 6 were used to show this positive relationship. The
research items shows that majority of the teachers were in strongly agreement that their
institutions uses motivational tools such as pay, good working condition , promotion and
securities and rewards on formulated organizational policies. Ticking strongly agree to these
variables implies that these institutions adopt these factors in there motivational process.
These findings are consistent with Schoeffler.
According to 3rd hypothesis:
Job security has positive relationship with employee performance. Questionnaire items 4 and
5 explain that the mostly teachers are agreed to these variables which shows the positive
relationship between job security and employee performance.
According to our last hypothesis:
Recognition and status is positively related to employee performance, the strongly agreed
response to items 7 and 8 shows that the teachers who get recognition and good status are
highly motivated and ultimately benefit the organization with good performance.
As explained in the Maslow’s Need Hierarchy theory as the needs of the people fulfilled they
are more motivated and directed toward good output. ERG Theory explains that the three
factors existence, relatedness and growth must be meted by an employee to enable him,
increase performance Social Equity theory describes that the outcome from job includes; pay,
recognition, promotion, social relationship and intrinsic rewards.
This all shows that employees getting these motivational factors results in good performance
these explanations are consistent with our research hypothesis and findings. Salary,
recognition, status, retirement benefits and job security, all of these motivational factors are
positively related to good employee performance. At the end the main hypothesis that
employee motivation is positively related to employee performance is accepted in accordance
with previous researches and our underlying hypothesis with a positive value of Pearson
Correlation co-efficient which further explains that increase in motivation by the provision of
motivational factors increases employee performance.
The acceptance of research hypothesis also provides answers to both research questions.
Moreover our outcomes centre out that employee motivation is firmly related to employee
performance.
LIMITATIONS OF THE STUDY:
Some of the limitations of this research are as follows:
The quality of the data collected is sufficient for our study, but perhaps not as specific
as a lengthier questionnaire could provide. Because the questionnaire was distributed
to only some of the educational institutions, the data is not expected to reflect an
incredibly wide range of perspectives.
To apply results to a greater population, a larger, more random sample would need to
be taken.
We face time problem as we are given only 1 week to finalize the questionnaire and
get them filled.
Some respondents show non- serious behaviour in filling the questionnaire
Another limitation includes the drawing of data from a restricted number of search
outputs. Therefore, our search was limited to just one database. A further limitation of
this study is the usage of short time-span. This also noticeably reduces the number of
relevant articles under consideration.
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More research work is needed in order to find out the extent of the influence of these
issues. As we have used a small number of articles, so a comprehensive research is
considered necessary to lessen the impact of these limitations and to develop a better
understanding of motivation research.
RECOMMENDATIONS:
Based from the conclusion drawn from the findings of the working, the following are
recommended:
The other variables such as rewards, incentives, empowerment etc can also be used to
evaluate employee performance.
In order to have more accurate results, the subject matter should be more dispersed
and should cover wide area.
Motivation is one of the basic factors in employee working process. So the managers
in the educational institutions have to encourage employees and try to enhance
motivational techniques to motivate them towards tasks.
Attitude plays a vital role in the establishment of employee’s character and their
working process. So the manager’s attitude should be friendly and unbiased with
everyone.
Working habits made a great impact on employee working process. So employee
should be allowed to select the way to working.
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http://www.destatis.de/jetspeed/portal/cms/Sites/destatis/Internet/EN/Content/Statistic.
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