| Data analysis: | | | | therefore there existed job security in the organisation, |
| Introduction: | | | | the data is summarised in the table and chart |
| Employee motivation is an important concept in an | | | | below:percentstrongly agree |
| organisation, when workers are motivated in an | | | | 34 |
| organisation their productivity rises and therefore the | | | | 43%agree |
| organisation realises various advantages associated | | | | 26 |
| with the rise in labour productivity. There exist various | | | | 33%neutral |
| theories that explain employee motivation which include | | | | 12 |
| theories by Sigmund Freud, Douglas McGregor and | | | | 15%disagree |
| Abraham Maslow. | | | | 4 |
| Sigmund Freud formulated a theory that stated that | | | | 5%strongly disagree |
| people were lazy at work and that workers are very | | | | 4 |
| far from becoming optimistic, the workers have no | | | | 5% |
| ambition and they always avoid taking any | | | | According to the chart above 76% agreed that their |
| responsibility and that all the workers want is security. | | | | jobs were secure, only 10% disagreed that their jobs |
| Based on this assumption Freud stated that to get the | | | | were secure, however 15% were neutral about this |
| people to work there must a reward system, they | | | | statement, from our previous study on job security |
| must be coerced, punished and intimidated. For this | | | | 68% stated that job security led to motivation and in |
| reason therefore the managers in any organisation | | | | this case 76% agree that there is job security in the |
| according to this theory are viewed as taking the | | | | job, for this reason therefore we can conclude that the |
| responsibility of policing workers who refuse to work | | | | organisation is efficient regarding provision of job |
| and that they cannot be trusted. However his theory | | | | security in the organisation, however there is need to |
| was based on some unrealistic assumptions. | | | | improve this level such that more employees fell that |
| Douglas McGregor also formulated a theory that | | | | they have secured a long term job in order to achieve |
| explains employee motivation, according to his theory | | | | employee motivation. |
| people always want to learn, and that work is viewed | | | | Pride as a measure of confidence: |
| as natural and therefore the people will develop self | | | | The questionnaire also included a measure of pride |
| development and discipline, this theory also states that | | | | possessed by the respondents for working in the |
| rewards to employees is not so much in monetary | | | | ministry, many of the employees agreed to be proud |
| form but the freedom to undertake difficult tasks and | | | | for working in the organisation meaning that the |
| challenging tasks all by themselves. Therefore the | | | | ministry has boosted employee confidence in the |
| manager's job in this theory is only a way to lead | | | | workplace, the following table summarises the data |
| workers into self development and also achieve | | | | collected: |
| efficiency in the organisation, the managers work is | | | | From the chart 75% of the respondents agreed that |
| viewed as soft and simple. | | | | they were proud for working with the ministry, our |
| Abraham Maslow theory of need also in a way | | | | previous analysis also shows these levels of |
| describes employee motivation. He formulated the | | | | motivation from job security and therefore we can |
| theory of needs whereby he states that human beings | | | | conclude that the organisations motivation strategy is |
| have a hierarchy of needs whereby they first satisfy | | | | even in terms of boosting confidence and also job |
| lower needs before satisfying the higher needs, human | | | | security. |
| needs include physiological, emotional support needs, | | | | Methods used to motivate employees in the |
| esteem need and the need for self actualization. | | | | organisation: |
| According to this theory therefore human beings are | | | | A question was also aimed at finding out whether the |
| dominated by their unsatisfied needs because when | | | | ministry had many methods of motivating employees, |
| one need is met then he aspires for the other higher | | | | according to the data it is clear that the organisation |
| needs. | | | | does not use many methods to motivate workers, |
| The three theories by the theorist helps us to | | | | from the data only 27% agree that the organisation |
| understand human beings at work, although some | | | | has put in place many methods to motivate workers, |
| theories are based on some drastic assumption it is | | | | 50% disagree that the organisation has not put in place |
| true that each theory is based on some assumption | | | | appropriate methods to motivate workers, for this |
| and therefore they all help explain employee | | | | reason there fore it is clear that the organisation ahs to |
| motivation. Other studies show that effective | | | | adopt other employee motivation strategies such as |
| communication, increased confidence, job security, | | | | monetary rewards method of motivation. |
| team work, appropriate recognition of employee | | | | Worker recognition: |
| contribution and the provision of training programs in an | | | | From the study also there was evident that workers |
| organisation improves motivation in an organisation; | | | | are not appropriately recognised for their contribution in |
| there are therefore various methods by which an | | | | the organisation, this is evident from the data collected |
| organisation can increase effectiveness and | | | | regarding the organisations recognition for their |
| productivity of labour. | | | | contribution, also regarding the evaluation of their |
| This paper focuses on a study undertaken on | | | | performance the workers do not really agree that |
| employee motivation which involved 160 employees | | | | they are properly evaluated fairly in the organisation, |
| from the ministry of education, however only 80 | | | | worker recognition data was as follows: |
| questionnaires and therefore they were the only ones | | | | This data shows that the employees are not properly |
| considered in this study. | | | | recognised in the organisation, also the ministry does |
| The sample: | | | | not fairly recogniser the contributions made by its |
| The data was collected from 64 males and 16 were | | | | employees, and for this reason therefore this is a |
| female, the total sample was 80 respondents, the | | | | draw back into the achievement of motivation in the |
| research was aimed at finding out management tools | | | | organisation. Therefore the organisation has a |
| that can be used to gain employee satisfaction and | | | | weakness in that it does not provide proper recognition |
| performance. There were no respondents aged below | | | | of reward system to its employees, also that there |
| 20 years, 20 respondents aged between 20 to 29 | | | | only a few motivational activities in the organisation. In |
| years, 24 respondents were aged between 30 to 39 | | | | conclusion therefore regarding recognition the |
| years, 26 individuals were aged 40 to 49 years and | | | | organisation should initiate programs that help in the fair |
| only ten respondents were aged 50 years and above. | | | | recognition of contributions of the workers. |
| The sample was from various departments where 8 | | | | Skills and motivation: |
| respondents were from the directors' general office, 15 | | | | The provision of training to workers is also a way of |
| from planning department, 13 from the education | | | | promoting empowerment and motivation, a large |
| department, 14 from the finance department, 18 from | | | | number of respondents agree that their skills match |
| the administration department and 12 from the | | | | their skills and that they clearly understand their |
| supervision department. The respondents also had | | | | responsibilities in the organisation, the organisation also |
| different educational backgrounds where 12 had | | | | offers training programs to its employees, however a |
| secondary certificates, 18 had a degree in diploma, 28 | | | | large number of respondents agree that their job |
| had a bachelor's degree, four had a master's degree | | | | needs more skills and therefore there is need to |
| and none of the respondents had a PHD. | | | | increase the training program in the organisation to |
| The questionnaire was also aimed at finding out how | | | | motivate the workers and enable them to properly fit |
| many years the employees have worked in the | | | | in their role played in the organisation. |
| ministry of education, 8 respondents had worked for | | | | Promotions: |
| 1-3 years, 12 had worked 4 to 6 years, 25 had 7 to 9 | | | | Promotions in the organisations are not fair, this is |
| years, 23 had worked for 10 to 12 years and only 12 | | | | according to the data collected regarding promotion, |
| had worked for over 13 years in the ministry. | | | | majority of the respondents disagreed that the |
| Employee view regarding motivation: | | | | promotion system in the organisation is satisfactory. |
| According to the respondents view regarding | | | | For this reason therefore it is clear that this will |
| motivation majority agreed that motivation and job | | | | discourage workers to be motivated and satisfied with |
| satisfaction was a way to achieve staff loyalty, | | | | their job. The data below summarises the responses: |
| motivation and job satisfaction data can be | | | | From the above chart 46% disagree that promotion is |
| summarised in a chart as follows: | | | | satisfactory while only 38 state that promotion is |
| The chart shows the role played by motivation in | | | | satisfactory, for this reason therefore there is need to |
| enhancing workers loyalty | | | | change the promotion system in the organisation to |
| The question was aimed at checking the employees | | | | motivate more workers as a way of achieving |
| view regarding motivation and the role it plays in | | | | productivity. |
| promoting employee loyalty, according to the data | | | | Managers' abilities: |
| majority of the respondents agreed to the statement | | | | From the study it was also evident that the majority of |
| that employee motivation and job satisfaction | | | | workers were confident and satisfied with the |
| contributed to the increase in employee loyalty. | | | | managers skills, over half of the respondents agreed |
| Motivation and employee performance: | | | | that they were satisfied with the skills of their |
| In the question there was also a question aimed at | | | | managers. Managers are promoted from existing |
| collecting data that was aimed at reporting whether | | | | workers and therefore this can support the promotion |
| motivation leads to improvement of employee | | | | system of the workers, for this reason the |
| performance, according to the data collected majority | | | | organisation has not faired badly regarding promotion, |
| of the respondents agreed that motivation increases | | | | the reason why the workers disagree on the |
| performance and efficiency in an organisation. The | | | | effectiveness of the promotion system may be |
| chart below shows the percentage of those who | | | | because they would all want to be promoted and |
| agreed to the statement that employee motivation | | | | therefore will disagree that other workers are more |
| improves job performance: | | | | skilled than they are, for this reason therefore the |
| From the 45% agreed that employee motivation led to | | | | choosing of managers in the organisation is more |
| improvement at the workplace, however only 14% | | | | skilled and that they perform their duties effectively. |
| disagreed to this statement, therefore according to this | | | | From the above discussion therefore it is evident that |
| study we can conclude that employee motivation | | | | the ministry has its own strength and weaknesses |
| leads to improved employee performance. | | | | regarding employee motivation, one of most observed |
| Monetary rewards as motivation tool: | | | | strength regarding this subject is the promotion of |
| The study also aimed at finding out whether money | | | | employee confidence and job security, the majority of |
| rewards led to motivation in an organisation, according | | | | the workers are proud to work with the company and |
| to this study the majority agreed to this statement with | | | | also that the majority of the respondents have a felling |
| only 14 employees disagreeing to this statement, the | | | | that they have secured a long term job and therefore |
| data can be summarised in the table and chart as | | | | there is job security. |
| follows:percentagestrongly agree | | | | The provision of training programs in the organisation is |
| 45 | | | | also a major strength in the organisation, this has |
| 56%agree | | | | helped improve the skills of workers although more |
| 20 | | | | workers still agree that their jobs need more skill, it is |
| 25%neutral | | | | also evident that the workers skill fit their job |
| 5 | | | | description and that they are well aware of their roles |
| 6%disagree | | | | in the organisation, this is a strength that has helped |
| 6 | | | | achieve motivation. |
| 8%strongly disagree | | | | All the strengths associated with the ministry have |
| 4 | | | | aided in the promotion of the motivation of workers, |
| 5% | | | | however weaknesses such as the existence of few |
| From the response of this question it is clear that | | | | methods of promoting workers motivation have failed |
| when monetary rewards are increased this result into | | | | the organisation, majority of individuals agree that the |
| increased employee motivation, from the data | | | | promotion in the organisation is not fair and the system |
| collected 81% of the respondents agreed that | | | | is not as appropriate as required. |
| monetary rewards result into increased motivation in | | | | From the interview with the manger which was a face |
| the organisation. | | | | to face interview the manager agreed that motivation |
| From the results of this statement aimed at finding out | | | | is one way in which any organisation can improve the |
| whether money leads to motivation it is clear that if an | | | | productivity of its workers, motivation and job |
| organisation increases or offers monetary rewards | | | | satisfaction is a key to the success of any |
| this will increase motivation to the workers, for this | | | | organisation, the manager also agreed that the |
| reasons therefore the organisation whose objectives | | | | organisation has motivational strategies put in place but |
| is to increase motivation must increase its monetary | | | | this has been hindered by the ministries policies, as an |
| rewards to its workers. | | | | organisation there are rules and regulations that must |
| Job security and its significance: | | | | be followed in the workplace, for this reason the |
| The question was aimed at finding out whether job | | | | promotion and rewards system is determined by top |
| security is an important factor to the employees; | | | | executives in the ministry and therefore managers |
| however the number of respondents who strongly | | | | have little to do in order to motivate workers, however |
| agreed to this statement was not as strong as the | | | | managers use verbal recommendations for workers |
| previous study of the importance of monetary | | | | who perform their duties effectively. |
| rewards toward motivation, the data for this statement | | | | Employee rewards and motivation follows the |
| is as follows summarised by the table and chart | | | | instructions given from the ministry, this however has |
| below:percentagestrongly agree | | | | enabled the employees to be motivated and this has |
| 30 | | | | also been achieved through proper communication in |
| 38%agree | | | | the ministry, there is proper communication in the |
| 24 | | | | organisation and the employees are well aware of |
| 30%neutral | | | | what is happening in the organisation, there also exist |
| 13 | | | | mutual relationships in the organisation and also training |
| 16%disagree | | | | programs that aid in achieving motivation in the |
| 7 | | | | organisation |
| 9%strongly disagree | | | | The interview with the manger also revealed that the |
| 6 | | | | ministry has many workers and therefore the rewards |
| 8% | | | | system may not be viewed as fair and appropriate by |
| Job security according to this study is also an | | | | al its workers, for this reason therefore there is a need |
| important motivation tool, those employees who feel | | | | to reach all the workers in order to motivate them, this |
| that their jobs are temporary may fail to be motivated | | | | is because some workers are dissatisfied by the |
| and those who feel that they have job security will be | | | | reward and promotional system in the ministry. |
| more motivated, according to the respondents 68% | | | | Conclusion; |
| viewed job security as very important to them while | | | | The paper reviews the theories of employee |
| only 17% disagreed to this statement and 16% were | | | | motivation which include theories by Sigmund Freud, |
| neutral regarding this statement. | | | | Douglas McGregor and Abraham Maslow. Sigmund |
| For this reason therefore because job security is an | | | | theory of employee motivation was based on the |
| important motivation tool it is therefore the responsibility | | | | assumption that workers must be coerced to work, |
| of an organisation to provide job security in order to | | | | the theory by Douglas McGregor states that the |
| motivate its workers to achieve motivation and labour | | | | workers are ready to learn and therefore there must |
| efficiency in their organisation. | | | | be organisational learning that will motivate workers |
| Confidence and motivation: | | | | and finally Abraham Maslow introduced the hierarchy |
| Confidence also plays a role in improving motivation in | | | | of need that every organisation should be aware of |
| an organisation according to the study it is clear that | | | | and which may be important in the determination of |
| confidence improves motivation whereby 86% of the | | | | the level of motivation in any organisation. |
| respondents confirmed that confidence improvement | | | | From the above case study of employee motivation in |
| leads to motivation, the following table and chart | | | | the ministry of education it is clear that worker |
| summarises the responses from the | | | | motivation is achieved through rewards systems, |
| study:percentagestrongly agree | | | | monetary rewards, recognition of workers, offering |
| 38 | | | | training programs to improve skills, improvement of |
| 48%agree | | | | confidence, job security enhancement and finally |
| 30 | | | | through proper communication. |
| 38%neutral | | | | In this study it is also clear that there is a difference |
| 6 | | | | between motivation strategies in the public sector and |
| 8%disagree | | | | the private sector, this is because in the public sector |
| 4 | | | | the orders and instructions will determine the direction |
| 5%strongly disagree | | | | which these strategies follow. In the private sector |
| 2 | | | | however the motivation strategies may be more |
| 3% | | | | effective than in the public sector because the reward |
| Discussion: | | | | system in more flexible and does not follow instruction, |
| From the findings of this section of the study some of | | | | the rewards in the private sector recognise all |
| the motivation tools are highlighted, this includes | | | | employees through performance and role played. |
| monetary rewards, confidence level and job security. | | | | It is evident there exist some weakness in the |
| The study also highlights the importance of motivation | | | | motivation structure of the ministry, this is because the |
| in an organisation. From the study we will also | | | | promotion strategy of the organisation is not |
| determine what weaknesses and strengths the | | | | satisfactory to all its employees, also there is a |
| ministry of education posses in terms of employee | | | | weakness where less individuals agree that there are |
| motivation. | | | | many methods to promote the workers, for this |
| According to the responses motivation is an important | | | | reason therefore the ministry should adjust their |
| tool in achieving employee loyalty, it also states that | | | | motivation strategy and aim at rewarding all the |
| motivation improves employee performance, for this | | | | workers who perform their duties effectively and also |
| reason therefore to achieve these advantages | | | | to put in place more motivation method in the ministry. |
| associated with motivation an organisation should | | | | The promotion system should also be changed into a |
| promote employee motivation in the organisation. | | | | more fair and appropriate system in order to motivate |
| Of the three motivational tools identified in the study | | | | the workers. |
| the confidence tool to increase motivation has the | | | | However despite the various weaknesses that the |
| highest percentage of respondents agreeing to the | | | | ministry posses there is also evidence of strengths in |
| statement, the percentage of agreement into the | | | | the organisation and this is through their ability to |
| various tools is summarised in the table and chart that | | | | provide a training program in the ministry, there is also |
| follows:toolagreepercentagemoney rewards | | | | proper communication channels between the workers |
| 65 | | | | and the managers and this motivates the workers. |
| 81%job security | | | | However the ministry does not reward its workers |
| 54 | | | | through monetary rewards and this is one of the draw |
| 68%confidence | | | | backs in motivation, another problem is that the |
| 68 | | | | strategies and instruction are provided by the ministry |
| 85%m this data therefore the strongest motivation tool | | | | and therefore they are not flexible leading to under |
| is confidence followed by money rewards and finally | | | | recognition of role played by the workers. |
| the job security issues, despite their strengths in | | | | Finally it is clear that there are many advantage |
| achieving motivation of workers they should all be | | | | associated with motivation of workers, one advantage |
| used to achieve high employee motivation. Therefore | | | | is that worker loyalty is increased and also that there |
| this shows the significance of the various tools used in | | | | is increased productivity of the workers, therefore the |
| motivating workers in an organisation. | | | | motivation of workers in any organisation will increase |
| The ministry of education | | | | competitive advantage over its rivals and lead to |
| This study was also aimed at financing out the efforts | | | | success of the organisation. However there is a need |
| undertaken by the ministry of education to motivate its | | | | to undertake further research on other ministries and |
| workers; these questions were aimed at finding out | | | | also other organisation that will help us determine the |
| what motivation methods are used by the ministry and | | | | importance of employee motivation. |
| whether these methods were effective in motivating | | | | References: |
| the workers, the research aimed at finding out the job | | | | Ashford E. (1989) the experience of powerlessness in |
| security in the ministry, confidence level measured by | | | | organizations, journal of Organizational Behaviour, 43 (1) |
| pride associated with working with the organisation, skill | | | | 207 to 242 |
| improvement in the job, performance evaluation in the | | | | Bluman A. (2000) Elementary Statistics: A Step by |
| organisation and recognition and the flow of | | | | Step Approach, McGraw Hill press, New York |
| information. | | | | Chiles M. and Zorn E. (1995) Empowerment in |
| Job security: | | | | organizations, Journal of Applied Communication, 23 (1) |
| According to a measure of job security in the | | | | 1 to 25 |
| organisation majority of individuals felt that their | | | | Kreisberg S. |
| working in the ministry was a long term job and | | | | |