NAKABIRI

MOTIVATION AND EMPLOYEE PERFORMANCE
A CASE STUDY OF KAMPALA CITY COUNCIL CENTRAL DIVISION

BY
NAKABIRI HARRIET
07/U/11798/EXT
SUPERVISOR
MISS NANYANZI MARION
A RESEARCH REPORT SUBMITED TO MAKERERE UNIVERSITY IN
PARTIAL FULFILMENT FOR THE REQUIREMEMT OF A DEGREE OF
BACHELOR OF COMMERCE
AUGUST 011
i
DECLARATION
I Nakabiri Harriet, here by declare that the work presented here is entirely my own original work
except where acknowledged and that it has never been presented to any University for the award
of a degree.
Signature !ate .
N"#"$I%I H"%%I&'
()*U*++),-*&.'
/S'U!&N'0
i
DEDICATION
'his research is dedicated to my beloved guardian 1s Nattu 2aeri who has seen me through my
education.

APPROVAL
ii
I hereby certify that this research report by Nakabiri Harriet has been prepared under my
supervision and submitted in upon my approval.
1s. Nanyan3i 1arion
Signature !ate
/Supervisor0
iii
ACKNO!LEDGEMENTS
'o the 4ord 5esus I give all the glory. 1y supervisor 1s. Nanyan3i 1arion deserves special
thanks for her guidance, insights, ideas, and the encouragement throughout this research.
I also express my sincere gratitude to the members of #ampala 6ity 6ouncil who were very
supportive and cooperative to me by availing the necessary information needed for the study.
I also acknowledge and appreciate my friends with whom we toiled up to this final level, for
their never ceasing encouragement through this course and the research process.
M"# $%& '(() L(*) *&+"*) #(, *-.%/#0
iv
TABLE OF CONTENTS
DECLARATION..................................................................................................i
DEDICATION..
....ii
APPROVAL0......................................................................................................iii
ACKNO!LEDGEMENT.....................................................................................iv
LIST OF TABLES..............................................................................................vii
LIST OF FIGURES11100111111111111111111110011111viii
ACCRONYMS...................................................................................................ix
ABSTRACT.
......x
CHAPTER ONE2 INTRODUCTION 0.....................................................................1
+.+ $ackground for the study....................................................................................1
+.7 Statement of the problem....................................................................................2
+.8 (b9ectives of the study.......................................................................................2
+.: %esearch ;uestions...........................................................................................2
+. < Scope of the study............................................................................................3
+.) Significance of the study.....................................................................................3
CHAPTER T!O2 LITERATUREVIE!111111111111111110001117
7.+ Introduction ...)
7.7 1otivation practices ..................................................................................................................)
7.= &mployee >erformance ..........................................................................................................+7
7.8 'he relationship between motivation and employee performance .........................................+:
7.: (ther factors ...........................................................................................................................+)
CHAPTER THREE2 METHODOLOGY1111111111111011111111
+.+ Introduction .............................................................................................................................7+
=.7 %esearch design ? Strategy ....................................................................................................7+
=.= Study area ................................................................................................................................7+
v
=.8 Study >opulation .....................................................................................................................7+
=.: Sampling methods ? techni;ues ............................................................................................7+
=.< Sample si3e .............................................................................................................................77
=.) Sample design .........................................................................................................................77
=.- Sources of data .......................................................................................................................7=
=., !ata collection methods ? instruments ..................................................................................7=
=.+@ %esearch procedure ...............................................................................................................7=
=.++ !ata analysis, processing and presentation ...........................................................................7=
=.+7 4imitations of the study ........................................................................................................78
CHAPTER FOUR2 PRESENTATION OF THE ANALYSIS AND DISCUSSION OF
FINDINGS..
...25
8.+ Introduction.................................................................................................25
8.7 $ack ground information of respondents...............................................................25
8.= 1otivation tools undertaken by #ampala city council ...7-
8.8 &mployee performance ...=:
8.:%elationship between employee performance and motivation in #66....8@
CHAPTER FIVE2 SUMMERY3 CONCLUSIONS AND RECOMMANDATIONS..........41
:.+ Introduction..................................................................................................41
:.7 Summary of ma9or findings...............................................................................41
:.=6onclusion .......87
:.8 %ecommendations ...87
:.: "reas of further research .8=
%&A&%&N6&S .............................................................................................................................88
">>&N!I. IB Cuestionnaire ........................................................................................................8<
">>&N!I.++B Introductory letter...:@
vi
LIST OF TABLES
'able +B 1otivation satisfiers and dissatisfiers..++
'able 7B #ey >erformance Indicators.....+)
'able =B Number of respondents from each department.........77
'able 8B Dender of respondents................................................................................................................7:
'able :B 1arital Status of respondents .................................................................................................7<
'able <B "ge bracket...............................................................................................................................7<
'able )B Highest level of education attained....7)
'able -B !uration in service........7)
'able ,B Eages and salaries........7-
'able +@B 'imely >ayments....7,
'able ++B Eork load and >ayment.....7,
'able +7B Aringe benefits....=@
'able +=B $onus >ayment......=@
'able +8B Staff training.. ...=+
'able +:B 5ob rotation....=7
'able +romotion.....=8
'able 7@B Aair treatment of staff....=:
'able 7+B 1otivation and staff performance.....=<
'able 77B Doal clarity....=<
'able 7=B Eorking conditions...=)
'able 78B #nowledge of the structure...............................................................................................=-
'able 7:B 1odern 'echnology ............=-
'able 7erformance Indicators
ix
ABSTRACT
'he study set out to investigate the relationship between motivation and the level of employee
performance. 'he study had three ob9ectivesB to examine the motivation practices used in #66,
to examine factors affecting employee performance in #66, and to establish the relationship
between motivation and employee performance.
'he study used a case study strategy which is #ampala 6ity 6ouncil and an explanatory research
design. 'o achieve the set ob9ectives the study used stratified random sampling in sample
selection by grouping the employees according to management levels. 'here after simple random
sampling was applied to select respondents. " sample of =@ respondents was selected which
comprised employees of #ampala 6ity 6ouncil.
'he study revealed that #66 carries out motivation of its employees in many ways includingF
provision of fringe benefits, paying bonuses to good workers, giving a sense of responsibility,
promotion of consistently good workers and treating the workers e;ually. However, the study
also revealed that the council does not use motivation tools includingF remuneration, training,
involvement of employees in decision making, and rotation of employees. 'he study further
revealed that motivation is the ma9or factor that affects employee performance. 'he study
showed a direct strong and positive relationship between employee motivation and the
performance of #66 staff which is evidenced by the >earson correlation of /rG @.-7=HH0,
significance level G@.@+.
6onclusively, the researcher found out that motivation has a positive influence on employee
productivity and that if the management of #66 strengthens their motivation practices,
employees would perform more excellently hence attaining organi3ational goals.
'he researcher recommends that the council should always carry out thorough study on the
various motivational practices that can motivate the specific employees such that they can apply
the right tools appealing to the employees since the councilIs biggest challenge had been using
particular motivational tools which would act as dissatisfiers to some employees.
x
CHAPTER ONE
INTRODUCTION
101 B".4'*(,5) 6(* $%& 7$,)#
1otivation refers to a complexity of forces inspiring a person at work to intensify his desire and
willingness to use his* her potentialities to perform in order to achieve organi3ational ob9ectives.
/1ile, 7@@80 It actually refers to conditions which influence the arousal, direction and
maintenance of behavior relevant in working setting. 'he motivational force is aroused as a
result of needs, which have to be satisfied./#oot3 et al., +,,@0 1otivation of employees is an
important inter control tool and should therefore be adhered to in order to attain advantages like
increased employee commitment, increased productivity and efficiency. 1otivation emphasi3es
result oriented management through setting of smart ob9ectives and effective communication
systems in an organi3ation.
&mployee performance refers to the efficiency and effectiveness of employees in achieving
organi3ational ob9ectives. /koot3 et al., +,,@0 &mployee performance can be evaluated by
considering the level of absenteeism, ;uality of reports, and time of reporting for and leaving for
duty.
ItIs important to note that after recruitment, most employees subse;uently expect or demand for
other benefits as compensation for their time and effort towards achievement of organi3ational
goals apart from the standard wage or salary /1iles, 7@@80. If the above benefits are not offered,
it usually leads to various forms of dissatisfaction which may includeF high absenteeism, constant
grievances, high labor turnovers, strikes and as a result low performance of their due duties.
/"bu9a +,,-0
#ampala 6ity 6ouncil /#660 is a public organi3ation operating in the capital city of UgandaJ
#ampala. It has offices in the five divisions of #ampala, that is to say 1akindye, Nakawa,
#awempe, %ubaga and 6entral division. 'he study mainly focuses on #66 operations in 6entral
division located on 6ity Hall building, near the >arliament of Uganda.
1
#66 intends to serve the city residents through coordinated service delivery focusing on local
priorities and contribute to improvement on the ;uality of life. However, its been a hustle for
#66 to pursue the above goal its been registering poor performance from employee.
10 S$"$&8&5$ (6 $%& 9*(:/&8
In his book KWorking today: Understanding what drives employee engagementL, 'owers, >.
/7@@=0 emphasi3es that employee motivation is perhaps the biggest driver of organi3ational
performance. He adds that an organi3ation which is able to motivate its employees and maintain
it, is able to leverage their 3eal and drive in order to ensure staff performance. In #66,
employees receive allowances, bonuses, leaves among others but still there is a lot of continued
complaints and facts about the inefficiency and performance of the #66 staff. Aor example,
according !r. #igundu, ".'. /7@@)0. in the article 'he challenges of managing UgandaIs only
city #ampala published on +=*Nov*7@@),/httpB**cfusrug.org*article*pub.tra.php.0 reported that
#ampala is characteri3ed by the collapse of sewerage systems, potholed roads, uncollected
garbage and unplanned settlement which all need to be worked upon. 'his study is therefore
aimed at examining the impact of employee motivation on their performance.
10; P,*9(7& (6 $%& 7$,)#
'he study sought to establish the relationship between motivation and employee performance in
#ampala 6ity 6ouncil 6entral division.
10< O:=&.$->&7 (6 $%& 7$,)#
i. 'o examine the motivation practices used in #66.
ii. 'o examine factors affecting employee performance in #66.
iii. 'o establish the relationship between motivation and employee performance.
10? R&7&"*.% @,&7$-(57
i. Ehich motivation practices are used in #66M
ii. Ehat are the factors affecting employee performance in #66M
iii. Ehat is the relationship between motivation and employee performance.
10A S.(9& (6 $%& 7$,)#
2
10A01 S,:=&.$ 7.(9&
'he study focused on motivation and employee performance in #ampala 6ity 6ouncil having
motivation as the independent variable and employee performance as the dependent variable.
10A0 T-8& 7.(9&
'he research covered a period of +@ years from 7@@@J7@++ mainly because this is the time when
#66 has been experiencing the problem of poor motivation and poor employee performance.
10A0; G&('*"9%-."/ 7.(9&
'he research was carried out in #66 6entral division main offices located on 6ity hall building
near the >arliament of Uganda. 6entral division has been chosen mainly because itIs from the
main offices where new policies can be developed and are best monitored to be implemented in
other #66 branches.
107 S-'5-6-."5.& (6 $%& 7$,)#0
'he research will be of great importance to various groups of people like to the current
researcher, policy makers, future researchers and the management of #66. 'his is discussed
further as shown belowF
'he research will be of great importance to me as a researcher because I hope to ac;uire research
skills which I can apply to conduct research in other sub9ects. Skills like developing
;uestionnaires, interacting with new people and get the necessary information and analy3ing
data.
'he research will also help the management of #ampala 6ity 6ouncil to discover the effect of
motivation on employee performance. 'his will help them come up with better motivation
techni;ues which will result into improved employee performance.
'he research will also benefit the future researchers who will carry out research about the same
topic of motivation and employee performance and will learn more about motivation practices,
factors affecting employee performance, the relationship between motivation and employee
performance among others.
3
'he study will benefit policy makers like the International 4abor (rgani3ation, EorkersI Union
and other government organi3ations to come up with effective realistic policies of motivating
employees.
108 C(5.&9$,"/ 6*"8&+(*4
Independent Nariable !ependent variable
S(,*.&2 A)"9$&) 6*(82 S"5="#3 K "5) B*")/&#3 E B008C0 I5$&*5"$-(5"/ P,:/-. M"5"'&8&5$
D(,*5"/0 V(/ 11B1C3 89E1080
P*(8($-(5 can be defined as advancement to a higher level on a 9ob with increased
authority, responsibility and pay.
B&5&6-$7 -5 4-5) refer to goods and services provided free or at a greatly reduced
cost.
D(: 7&.,*-$# can be defined as assurance of maintaining employment even in spite
of extenuating circumstances.
4
Extraneous variables
Performance Indicators
Motivation Challenges
Age
MOTIVATION
Promotion
Jo sec!rit"
#ene$ts in %ind
&alar"
increment
Employee performance
'actors a(ecting em)lo"ee
)erformance
Prod!ctivit"* +eadline
,eam-or%* Pitching in
F".$(*7 "66&.$-5' &89/(#&& 9&*6(*8"5.& refer to aspects that influence employee
performance and cause them to behave in different ways towards the attainment of
organi3ational goals.
P*(),.$->-$# / D&")/-5&0 >roductivity refers to a measure of a person, machine or
organi3ation in converting inputs into useful outputs. !eadline refers to time limit
as for payment of a debt or completion of an assignment. Ee consider whether the
employee is able to consistently meet productivity re;uirements and pro9ect
deadlines.
T&"8+(*4 / 9-$.%-5' -5. 'eamwork refers to actions of individuals brought
together for a common purpose or goal. >itching in refers to the act of coming in to
give assistance or to help others carryout some task0 !oes the employee volunteer
to assistM
P&*6(*8"5.& I5)-."$(*7 refer to a set of measurable values that demonstrate the
achievement of an outcome. 'hey enable decision makers to assess progress
towards the achievement of organi3ational goals.
M($->"$-(5"/ .%"//&5'&7 can be defined as factors or situations which hinder
successful administration of incentives to the intended partners. 'hey usually come
in to block their effective application.
A'& refers to the number of years someone has lived or something has existed. 1ay
also mean the length of time one has existed or duration of life.
R&/"$-(57%-9 :&$+&&5 8($->"$-(5 "5) &89/(#&& 9&*6(*8"5.&
'here is a competitive environment among the various businesses and organi3ations therefore all
employers try to manage their cost in order to retain their key employees through motivating
them. 'he relationship between motivation and employee performance is that employees tend to
perform much better when they are positively and consistently motivated while those who are
5
less motivated tend to perform poorly. 'herefore, motivation is directly related to performance of
employees in a company.
.
.
CHAPTER T!O
LITERATURE REVIE!
01 I5$*(),.$-(5
'his chapter shows what other scholars have written about motivation and organi3ational
performance.
$alunywa, '. /7@@:0 defines motivation as the inducement of a desired behavior with in
subordinates with a view of channeling their efforts and activity to achieve an organi3ationIs
goals. He adds that itIs an internal drive to satisfy an unsatisfied need in an organi3ation and is
also known as an incentive action.
'raditionally, motivation has been defined by the two dimensions that comprise it namely, energy
and direction /!eci, +,-@F !eci ? %yan, +,-:F %oberts, +,,70. 'he energy dimension of
motivation is the driving force behind someoneIs effort and persistence during engagement in a
particular activity. !irection of motivation determines the area or field of interest in which that
effort is pro9ected. $oth are necessary elements of a complete motivational act. &nergy without
direction has no purpose, and direction without energy results in a state of motivation.
$eyond defining motivation, however, researchers have also categori3ed various types of
motivation, based on whether the motivational states are internally or externally derived. 'hese
two global motivational states are called intrinsic and extrinsic motivation /!eci, 7@@@0 theori3ed
about both intrinsic and extrinsic motivational states and about correlates of those states.
0 M($->"$-(5 9*".$-.&7
1any 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 belowF
/
"ccording to 6ole /+,,-0, financial incentives are rewards*payments that employees get in
consideration of their contribution towards the organi3ation. He adds that these are payments for
labor as a factor of production.
!"'&7 "5) S"/"*-&7
4indner /+,,:0 notes that, though monetary methods of motivation have little value, many firms
still use money as a ma9or 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 yearIs work and are paid at the end of each month.
P-&.& *"$&
"ccording to 4un 6hienJ6hung /7@@=0 piece rate is the paying of a worker per item produced in
a certain period of time. He asserts that this increases speed of work and therefore productivity.
'his is in agreement with the earlier revelations made by 'aylor /+,,=0 who notes that though
the employees will care less about the ;uality of their work, their sped improves with the piece
rate practice of motivation.
F*-5'& :&5&6-$7
"ccording to !oellgast /7@@<0 fringe benefits are often known as KperksL and are items an
employee receives in addition to their normal wage and*or salary. 'hese include company cars,
health insurance, free meals, education e.t.c. he asserts that these encourage loyalty to the
company such employees may stay longer with the company.
P&*6(*8"5.& *&/"$&) 9"#
'his is paid to those employees who meet certain targets. 'he targets are often evaluated and
reviewed in regular appraisals with managers. "ccording to Higgins /+,,80 this system is
increasingly being used by organi3ations world wide because it reduces the amount of time spent
on industrial relations and he therefore recommends its use. However, !oellgast /7@@<0
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.
0
B(5,7&7
1arler /7@@@0 indicated that when your employees function as a team, you ought to think like a
coachF reward the whole group for a 9ob 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.
'his is in agreement with 4ikertIs /7@@80 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.
1wan9e /7@@@0 believes that nonJfinancial incentives are the most important motivators of
human behavior in terms of the needs of human beings. He refers nonJfinancial incentives to
nonJmonetary ways of rewarding employees. 'hey are opportunities that help employees in the
accomplishments of the set goals. 'hey includeF
T*"-5-5' (99(*$,5-$-&7
Hammer /7@@@0 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 hoe to deconstruct tasks and challenges and thereby feel less intimidated by their
9obs*tasks.
Her3berg /+,,-0 agrees to Hammers assertion. He adds that training makes the employee earn
confidence to do a 9ob thereby improving their attitude hence motivation.
D(: *($"$-(5
Aowler /7@@+0 revealed that when an employee does one kind of 9ob weekJin weekJout, they will
always get deJmotivated 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 organi3ation to meet
new challenging tasks in order to keep their minds busy and feel like they are doing something
for the organi3ation.
1
However, 6lifton /7@@70 disagrees with these revelations. He asserts that 9ob rotation does not
actually lead to motivation of the employeeF it 9ust 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.
C(88,5-."$-(5 7$#/&
1anagers 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.
1arie /7@@@0 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. 5ean /7@@70 agrees and
asserts that managers should develop an inclusive approach to decision making if at all they are
to increase their employee motivation levels.
001 M($->"$-(5"/ T%&(*-&70
T%& H-&*"*.%# (6 N&&)7 T%&(*#
'he hierarchy of needs theory advanced by /1aslow +,8=0 contends that human motives
develop in a se;uence according to the five levels of needsF physiological needs, security and
safety needs, affiliation, esteem and need for self actuali3ation. He emphasi3ed that when one set
of needs is satisfied, it ceases to be a motivator.
Steinmet3 /+,-=0 discusses three main types of subordinatesB ascendant, indifferent and
ambivalent that all react and interact uni;uely and must be treated, managed and motivated
accordingly. "n effective leader must understand how to manage all characters and more
importantly the manager must utili3e avenues that allow room for employees to work, grow and
find answers independently.
T%& H#'-&5& T%&(*#0
Aredrick Hert3 /+,:,0, the twoJfactor theory also known as the hygiene theory, where he referred
to satisfiers as motivators, dissatisfiers as hygiene factors. He found out that motivators were
related to 9ob experience and dissatisfies related to environmental conditions. 'hese are classified
in the table below.
T":/& 12 M($->"$-(5 7"$-76-&*7 "5) )-7E7"$-76-&*70
12
M($->"$(*7B7"$-76-&*7C M"-5$&5"5.& 6".$(* B)-7E7"$-76-&*C
6hallenging work Status
"chievement Interpersonal relations
Drowth of the 9ob Cuality supervision
%esponsibility 6ompany policy
"dvancement Eorking condition
%ecognition Salary
S(,*.&2 F*&)*-.4 H&*F:&*' B19?9C0T%& M($->"$-(5 $( !(*40
!isJsatisfier factors do not motivate people but they must be present in an organi3ation to avoid
dissatisfaction. 'he 9ob content factors are the real motivators since they provide a sense of
satisfaction.
T%& EG9&.$"5.# T%&(*#
Nictor H /+,<80 advanced the expectancy theory. He contends that people will be motivated to
do things to attain a goal if they believe in the worth of that goal and if they can perceive that
what they do will help them in achieving it. 'he theory contends that motivational force is a
function of the value of money to a person multiplied by his sub9ective estimate that e;uitable
amount will be forth coming should he perform in a desired way.
T%& E@,-$# T%&(*#
It was developed by Stacy 5. "dams /+,<)0 and it refers to san individualIs sub9ective 9udgment
about the fairness of the rewards she receives relative to inputs such as effort, experience and
education, in comparison with the rewards of others who fall under the same group. If the
relation is not e;ual, then ine;uality shall be perceived and will reduce the morale of the affected
employee.
"s a researcher, I have noted with concern that itIs important for employees to balance between
intrinsic and extrinsic types of motivation as they deal with employees and that one should first
find out what particular motivation practice will motivate a given employee as advanced by
1aslow, ". /+,8=0 in the Hierarchy of needs theory.
0; E89/(#&& P&*6(*8"5.&
11
&mployee performance is a term typical to the Human %esource field where employee
performance can refer to the ability of employees to achieve organi3ational goals more
effectively and efficiently. It involves all aspects which directly or indirectly affect and relate to
the work of the employees. Aor performance to be effective, employers should recogni3e the
regiment desires and needs of the employees. "ccording to #oont3, H. /+,--0 Eays in which
employee performance can be increased includeF proper incentive systems which may be
financial or nonfinancial. Ainancial incentives includeF salaries, allowances, overtime payment,
bonus and wages, while non financial incentives includeF promotion, medical allowance,
training, transport, subsidi3ed housing and meals. 'his should be after identifying the needs and
desires of employees that can be satisfied hence increased performance.
0;01 F".$(*7 "66&.$-5' &89/(#&& 9&*6(*8"5.&
G("/ C/"*-$#
Eillmot /7@@)0 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.
#night /7@@-0 agrees and adds that keeping the end in view has been sage advice for almost two
thousand years. 'he time a manager spends in developing, communicating and clarifying the
goals or ends to be achieved is time well spent.
R&9&*$(-*&
Nickols /7@@=0 writes that to achieve a goal, the people working toward it must possess a
suitable, flexible repertoire. 'hey must be able to engage in whatever behaviors are necessary to
obtain that goal despite changing circumstances and environmental disturbances. In some cases,
this will involve carrying out a routine that has been specified in advance by someone else. In
other cases, it will re;uire figuring out O on the spot O an appropriate course of action. He
concludes that in many situations, the end to be achieved will remain constant but the conditions
under which it is to attained will vary. 'herefore, employees need to posses a suitable and
flexible repertoire.
K5(+/&)'& (6 S$*,.$,*&7
12
"ccording to Ared /7@@=0, figuring out what to do in a particular situation re;uires knowledge of
the structure of that situation. >eople 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. 'his knowledge of the structure of the situation allows people to say how
the actions they take will lead to the result they seek. It also allows them to say, for a given
result, the actions that will lead to it. "bsent this knowledge, action is little more than a shot in
the dark and achieving desired results depends mainly on luck or intuition.
Sara /7@@80 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.
F&&):".4
Derhart /7@@80 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 ob9ective. Aor
most hard tasks /i.e., tasks involving tangible products or other immediate and readily measured
effects of oneIs actions0, feedback is generally available without much effort on anyJoneIs part.
Ee are aware of our actions and their effects. $ut, for soft tasks /i.e., tasks where the effects of
our actions are not tangible, immediate nor readily measured0, the feedback loop is essentially
open. 'his is especially true when the main effects of a personIs actions are the reactions of other
people. 'herefore, lack of good feedback leads to lack of correction and hence poor performance.
M&5$"/ M()&/7
Sara /7@@80 asserts that absent feedback, people have no choice except to act in ways that are
consistent with internallyJheld views or mental models of what is appropriate or what should
work instead of externallyJbased information about what is and isnIt actually working. Aor this
reason, it is worthwhile spending time working with people to identify the mental models they
currently use in situations where feedback isnIt readily available. In some cases, this will surface
mental models that are inappropriate or inade;uate. In other cases, it might surface mental
models that are superior to those held by most people. 'his means that employee performance
does not only depend on the information provided to the employees but also to their mental
models.
M($->"$-(5
13
#athleen /7@@80 asserts that it is one thing to be capable of doing somethingF it is something else
altogether to want to do it. Setting aside the issue of coercion, people generally want to do things
for two basic reasonsB /+0 it serves some purpose of their own or /70 it serves someone elseIs
purpose and theyIve accepted something in return for doing whatever it is that someone else
wants done. SelfJsatisfaction and incentivesF these are the two great motivators.
E5>-*(58&5$
In his studies on performance, %ynes /7@@80 found out that performance might not occur if the
environmental conditions are so unsuitable as to present insurmountable barriers to performance.
He writes that 1ost 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 e;uipment, 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 ;uality
of the mental models that guide our thinking and actions. In short, the task environment must
support the desired performanceF at the very least, it must be manageable.
T&.%5(/('#
"ccording to Samuel /7@+@0, 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 9ob manually.
A:-/-$-&73 $*"-5-5' "5) &G9&*-&5.&
Scott /7@@@0 defined ability as the capacity to learn and perform the tasks re;uired. 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.
!(*4EH(8& B"/"5.&
$erman /7@@+0 wrote that as much as an employer may not want to be affected by the personal
life of his employees, personal problems can sometimes affect employee performance. 1anagers
14
need to be sensitive to employee personal problems, and be prepared to discuss the issues with
employees when necessary. If an employee re;uires time off to deal with a personal problem,
then granting that time off will help to show all of your employees that the company values its
employees.
"s a researcher, I strongly support the above factors that affect employee performance as valid
even in the present situation hence employees should take them serious and find out how to
mitigate their effects to have improved employee performance.
0< T%& *&/"$-(57%-9 :&$+&&5 8($->"$-(5 "5) &89/(#&& 9&*6(*8"5.&
"ccording to Steers /+,,,0, employee motivation is the process of enabling or authori3ing an
individual to think, behave take action, control work and decision making in an autonomous way.
" number of studies have examined the relationship between motivation and performance,
#oestner /+,,,0 wrote that if motivation is crucial for initiating behavior, then performance
exists at the opposite end of the spectrum and is defined as the outcome of a motivated act.
>osti, 6. /7@@:0 says that people need motivation 9ust as pieces of e;uipment need fuel and
operators. 'his is highly demanded to ensure that they are always at their optimum working
condition. In turn, this will absolutely lead to optimum productivity. >eople are one of the most
important assets in business. 'hey have unlimited potential to contribute in the achievement of
ob9ectives. 'heir aggregate productivity propels the operations of the company. It dictates the
overall performance, which creates an attractive corporate culture.
"ccording to !ems, #. /7@+@0. 'he value of human resource productivity is a managerial
concern. &mployee motivation is the classic response on this matter. 'his has been utili3ed for
ages by many different entities, smallJ and largeJscale businesses alike. It fosters mutual growth
in an employerJemployee relationship. Indeed, motivation increases productivity.
In their study Eood, #akebeeke, !ebowski, and Arese /7@@@0 examined the role of active
exploration in an adult training program. 'heir 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.
In agreement 6ooper, 6lasen, SilvaJ5alonen, and $utler /+,,,0 found that intrinsic motivation
was associated with higher levels of creativityJbased performance for an inJbasket work task.
15
'he inJbasket techni;ue is an employment screening task in which an applicant is asked to
complete a set of paperwork that would be representative of his*her actual work tasks.
"modt /+,,,0 and Draen /+,,,0 also found that intrinsic motivation in employees was related to
higher levels of creative performance, as rated by work supervisors. However, Aang /+,,)0
reported that, although intrinsic motivation was related to innovative performance, it was not
related to other work outcomes.
"ccording to Hersey /+,,<0. 1otivation is concerned with human behavior. It is the inner
striving condition described as wishes, desires, drives or moves, human psychological
characteristics, which includes the factors that cause channel and sustain human behavior.
'herefore motivation deals with what makes people active. ItPs the influence force that gives rise
to behavior involving creating conditions in which employees want to work and are willing to
accept responsibility.
"ccording to Eaterman /+,-70. 1otivation is the degree of effort an employee exerts to
accomplish a task, it shows an excitement about work. Arom the managersI point of view, person
who is motivated has such characteristics as hardworking, sustaining a pace of hard work, self
directed behavior towards important organi3ational goals. 1otivation is the key to performance
improvement. 'here is a saying that saying that Kyou can take a horse to the well to drink water
but you cannot force it to drinkL, it will drink if only it is thirstyJso with people. 'hey will do
what they want to do or otherwise motivated to do. Ehether it is to excel on the workshop floor
or in the ivory tower, they must be motivated or driven to it, either by themselves or through
external stimulus.
"ccording to Heneman,%.4. /+,,70!ifferences in institutional arrangements contribute to the
feasibility and effectiveness of various monetary incentives, as do differences in employeesI
preferences for specific incentives. 'herefore, companies are wise to study these issues before
implementing changes to existing incentive plans. 'his is especially pertinent for service
organi3ations, where financial reinforcements tend to produce a stronger effect on task
performance than nonJfinancial rewards used alone. &ven stronger results are seen with a
composite approach. Aor example, one metaJanalysis of )7 field studies found that monetary
incentives improved task performance by 7=Q, social recognition improved task performance by
+)Q and feedback elicited a +@Q improvement+-. Simultaneously combining all three types of
reinforcements improved performance by 8:Q.
1.
>utting in consideration 1ilkovich,D.'/+,,+0 presentation that teamJbased or smallJgroup
incentives are defined as rewards whereby a portion of individual pay is contingent on
measurable group performance. In general, its effectiveness is dependent on the characteristics of
the reward system, the organi3ation, the team and the individual team members. Here again,
studying this issue via employee surveys or interviews can be useful. $ut generally speaking,
research suggests that e;ually divided smallJgroup incentives sustain high levels of productivity
and satisfaction for group members, and that small group incentives are at least as effective as
individual incentives with groups of two to twelve people. Cualitative, ;uantitative and survey
research studies of alternative pay systems such as profitJsharing or gainJsharing plans are even
more consistent in their findings. 'hese incentive programs include various payJforJperformance
approaches that link financial rewards for employees to improvements in the performance of the
work unit7@. %esearch reveals that these types of incentive systems are associated in practice R
and in employer and employee minds R with both higher productivity and improvements in
organi3ational performance.
0? O$%&* 6".$(*7
0?01 T":/& 2 K&# P&*6(*8"5.& I5)-."$(*7 /KPI0
=.High 6ompetence but low
behaviors
+.High 6ompetence, high
behaviors
8.4ow competence, low
behaviors
7.4ow competence but high
behavior
SourceB "dapted fromB 5amie %esker, /7@@)0 &mployee >erformance Indicators.
Using the above diagram, %esker, 5./7@@)0 explains more about employee performance
indicators as seen belowF
H-'% D(: C(89&$&5.& "5) H-'% B&%">-(*7
&mployees in the far upper right hand corner represent our K"L players. &xhibiting an ideal
combination of high 5ob 6ompetence and high $ehaviors, these contributors set a good example
for other employees, mentor others and are predominantly selfJmanaged. Still, we need to make
sure they receive the message that we appreciate their contributions, value having them as part of
1/
our team and check for continued engagement. (ur research indicates approximately +@Q of
employees fall into this category.
L(+&* D(: C(89&$&5.& "5) M-) $( H-'% B&%">-(*7
&mployees in this ;uadrant tend to fit one of two categoriesB O New employees with high
behaviors who are enthusiastic, eager to learn and are making steady progress towards gaining
new skills, fulfilling 9ob responsibilities and meeting goals. 6lose supervision, continuous
direction and feedback are re;uired.
&mployees who have received support to learn the skills re;uired mastering the 9ob
responsibilities and meeting goals yet lacking the aptitude to absorb and apply the re;uired skills.
5ob responsibilities and goals are only partially completed which results in essential 9ob tasks
going unmet and*or falling to the manager or more capable employees in the Upper %ight hand
corner.
L(+ B&%">-(*7 "5) L(+ D(: C(89&$&5.&
If we were giving out letter grades, the performance for employees in this space would receive
an KAL. (ur research indicates that approximately = R +@Q of employees reside in this area. (ne
would assume that organi3ations would take swift action to eliminate these chronic
underperformers, yet for a myriad of reasons we allow them to stay at their current performance
levels. EhyM 'here are many excusesB this person used to be a valuable employee but has slipped
over the yearsF 'he employee is doing as much as he*she canJ they have got a lot going on in
their persona livesF a culture that sends a Kwe donIt care messageL etc. (ur view is to Shelp them
out or help them outI /figure out a way to improve their performance, or create an exit strategy0.
Not only do we sacrifice on our financial investment in such employees, but they also reflect
poorly on the organi3ation as a whole.
0?0 C%"//&5'&7 (6 M($->"$-(5
C(*9(*"$& .,/$,*&
6orporate, organi3ation and department culture all flows from the top down. 'he written and
unwritten rules, policies and philosophy of a manager or the organi3ation all eventually find their
way into the attitudes and performance of almost everyone in the organi3ation. (ne of the critical
10
things to remember when dealing with people isB you get the behavior you reward. If the culture
directly or indirectly rewards a certain type of attitude or behavior, you are, by your actions or
inactions, probably reaffirming that these are acceptable. If you want to change behavior, you
must first evaluate the culture that is in place that may be rewarding the type of behavior you are
getting but donTt necessarily want.
C(88,5-."$-(5 7$#/&
%umors, hearsay, memos, emails, meetings, individual counseling sessions and bulletin boards
all have one thing in common J they communicate information J some more effectively and
timely than others. If communication in an organi3ation is all topJdown, you can be assured that
you are not in touch with the realities of your organi3ation, the marketplace, your customers or
suppliers.
O*'"5-F"$-(5 )-*&.$-(5
(ne of the biggest challenges managers face today is effectively communicating corporate
direction with clarity and consistency to all employees who have a right and need to know. 1ost
organi3ations do a poor 9ob of this at best. (ne way to find out what your people believe is to
conduct an anonymous survey of attitudes, perceptions and opinions.
D&.-7-(5 8"4-5'
1any managers make decisions that other employees will either have to implement or that will
affect them. If these decisions are made without bottomJup feedback, you can guarantee that the
outcome of the decisions will be less than desired or expected.
F&&):".4 8&.%"5-787
&mployees want to know how they are doing J whether poorly or well. Aailure to give them the
feedback they need is to keep them in the dark regarding the assessment of their performance and
how and where they need to improve.
C(5./,7-(5
11
'his chapter has generally explored motivation and its practices, employee performance and the
relationship between motivation and employee performance. Arom the above literature, I can
conclude that motivation can really have an impact on the level of employee performance as
confirmed by Eood /7@@@0 and #oestner /+,,,0 and the clear link between motivation and
employee performance help us to investigate the validity of various aspects in relation to
#ampala 6ity 6ouncil. However it can also be concluded that no clear scholar has come out to
examine the impact of motivation on employee performance hence the relevance of this research.
22
CHAPTER THREE
METHODOLOGY
;01 I5$*(),.$-(5
'his chapter deals with the methods and tools the researcher uses in data collection and analysis.
It describes the research design that was used by the researcher, data sources and collection tools,
processing, analy3ing and the challenges that the researcher faced.
;0 R&7&"*.% )&7-'5 H S$*"$&'#
'he researcher used a case study strategy which was #ampala 6ity 6ouncil and an explanatory
research design because it sought to explain why there were still low levels of employee
performance despite the many ways put in place by the management of #66 to motivate its
employees.
;0; S$,)# "*&"
'he study used a case study of #ampala 6ity 6ouncil hence the study area was in the central
division of #ampala with head offices located on city Hall building near the >arliament of
Uganda.
;0< S$,)# P(9,/"$-(5
'he population of the study included the management of #ampala 6ity 6ouncil especially those
involved in the human resource management and the employees themselves. 'he study
population included the +=+ employees at the head office.
;0? S"89/-5' 8&$%()7 H $&.%5-@,&7
'he study employed stratified random sampling and simple random sampling techni;ues..
Stratified random sampling refers to a process of dividing a population into smaller
groups known as strata basing on the membersI shared attributes. 'his was done by
grouping the employees according to management levels.
21
Simple random sampling was also applied. 'his refers to a process of selecting a group
of sub9ects /a sample0 for study from a larger group /population0. 'his was intended to
select respondents since each stratum was assumed to contain employees with related
knowledge on the topic under study.
;0A S"89/& 7-F&
'he researcher used a sample si3e of =@ respondents who were got from +=+ employees of
#ampala 6ity 6ouncil in 6entral division. 'hese were categori3ed in the following manner, +@
from the human resource, +@ from the finance and accounting department, : from the marketing
department and : from operations department.
T":/& ;2 S%(+7 $%& 5,8:&* (6 *&79(5)&5$7 6*(8 &".% )&9"*$8&5$0
D&9"*$8&5$ N(0 (6 *&79(5)&5$7
Human resource +@
Ainance and "ccounting +@
1arketing :
(perations :
T($"/ ;0
;07 S"89/& )&7-'5
%andom sampling and purposive sampling techni;ues were employed.
R"5)(8 7"89/-5' $&.%5-@,& is a process of selecting a sample that allows all members
of the group or population to have an e;ual and independent chance of being selected for
the sample. %andom sampling techni;ue was employed when selecting the employees at
operational level. 'his was done to avoid bias.
P,*9(7->& 7"89/-5' $&.%5-@,& refers to a process whereby the researcher selects a
sample based on experience or knowledge of the group to be sampled. >urposive method
was applied when selecting management staffs because there was need to specifically get
information from those members of staff who deal directly in administrative duties.
22
;08 S(,*.&7 (6 )"$"
'he researcher used both primary and secondary data sources.
;0801 P*-8"*# )"$" 7(,*.&
'his refers to raw facts collected or generated in a given research for the first time. 'his data was
generated from the sample population by use of the ;uestionnaire.
;080 S&.(5)"*# )"$" 7(,*.&
'his method involves sourcing for already processed information. !ata was got by reviewing
relevant text books, 9ournals, news papers, records of #66 and other published materials about
the research topic.
;09 D"$" .(//&.$-(5 8&$%()7 H -57$*,8&5$7
'he researcher used ;uestionnaire as an instrument of data collection.
;0901 Q,&7$-(55"-*&
" ;uestionnaire is a list of ;uestions drafted by the researcher to be filled by the respondent. 'his
was the basic tool the researcher used in data collection. 'he ;uestionnaire contained both close
ended and open ended structured ;uestions and the variables therein were measured using likert
scaling techni;ue. 'he reason for use of this method was that it minimi3ed bias.
;010 R&7&"*.% 9*(.&),*&
Upon obtaining an introduction letter from the head of department, !istance education /I.".6.&0
at 1akerere University to #ampala 6ity 6ouncil, the researcher contacted the different
respondents to understand their time tables and thereafter made arrangements of meeting them to
deliver the ;uestionnaires at their places of convenience. 'he researcher personally delivered
them to the respondents to ensure maximum monitoring and response.
;011 D"$" "5"/#7-73 9*(.&77-5' "5) 9*&7&5$"$-(50
!ata was gathered by use of ;uestionnaire, processed by editing, and computing. It was also
analy3ed by use of tables. 'he researcher used >earsonIs correlation coefficient to determine the
relationship between the two variables which were motivation and employee performance.
23
D"$" &)-$-5' refers to an activity aimed at detecting and correcting errors /logical
inconsistencies0 in data.
D"$" .()-5' refers to a number, letter, character, symbol or any combination thereof used
to represent a data item. 'his was done by identifying the themes contained in the
specific texts or passages.
;01 L-8-$"$-(57 (6 $%& 7$,)#
C(7$
'he researcher experienced a problem of limited finances with respect to this study. 6osts
regarding this limitation included transport, printing and photocopying of relevant materials.
However, the researcher had to borrow some money from relatives, friends and used it sparingly
so as to over come the cost constraint.
T-8&
'he researcher experienced time constraint in data collection, analy3ing of data and in final
presentation of the report. However, the researcher overcame this problem by ensuring that the
time element was put into consideration and that all appointments agreed upon with respondents
were fully meet.
N(5 *&79(57&7
'he researcher also experienced a problem of non response from respondents who were given
the ;uestionnaires to fill. However, the researcher assured the respondents that any information
given was to be treated with maximum confidentiality.
24
CHAPTER FOUR
PRESENTATION OF THE ANALYSIS AND DISCUSSION OF FINDINGS
<01 I5$*(),.$-(5
'his chapter presents the findings of the study. 'he chapter highlights the back ground
information of the respondents of #ampala 6ity 6ouncil central division. !iscussion and
analysis of the different responses to some key ;uestions is also done in this chapter following
the research ob9ectives given belowF
i0 'o examine the motivation tools used in #66.
ii0 'o examine factors affecting employee performance in #66.
iii0 'o establish the relationship between motivation and employee performance in #66.
<0 B".4 '*(,5) -56(*8"$-(5 (6 *&79(5)&5$70
'his section shows the gender of the respondents, marital status, age bracket, highest level of
education attained and the duration spent in service at #ampala 6ity 6ouncil.
<001 G&5)&* (6 *&79(5)&5$7
%espondents were asked to state their gender and the following data was obtained.
'able 8B Dender of respondents
Dender Are;uency >ercent Nalid >ercent 6umulative >ercent
Nalid 1ale +8 8) 8) 8)
Aemale +< := := +@@
'otal =@ +@@ +@@
Source: Primary data
Arom table 8, it can be noted that the council employs both the male and female employees
though the ma9ority are female being represented by :=Q while male are represented by 8)Q.
'his implies that #66 employees both the male and the female although there is a difeferecnce
of <Q. Its an indication that #66 is not biased in employeeing its emplyees.
25
<00 M"*-$"/ 7$"$,7 (6 *&79(5)&5$7
%espondents were asked to state their marital status and below are the responses.
'able :B 1arital Status
1arital Status Are;uency >ercent Nalid >ercent 6umulative >ercent
Nalid Single 7@ <) <) <)
1arried , =@ =@ ,)
Eidow/er0 + = = +@@
'otal =@ +@@ +@@
'able : shows that <) percent of the respondents who work with #66 are single, the married =@
percent and the widow/er0 being only = percent. 'his implies that the council employees single
workers as indicated in the above table. 'herefore, management should increase the number of
singles being recruited since such a labour force is more productive and not attached to so many
responsibilities.
<00; A'& :*".4&$ (6 *&79(5)&5$70
%espondents were asked to show their age bracket and the following data was obtained.
'able ercent Nalid >ercent 6umulative >ercent
Nalid ++J7@ 7 ) ) 7@
7+J=@ +- <@ <@ -@
=+J8@ < 7@ 7@ ,=
8+U 8 += += +@@
'otal =@ +@@ +@@
Arom table < above, it is seen that <@ percent of the respondents who work with #66 are with in
the age group of 7+J=@ years followed by those in the age group of =+J8@ years at 7@ percent.
'hose in the age group of 8+U years are += percent and lastly those below the age of 7@ at only )
percent. 'his means that the council is more interested in people with in the age group of 7+J=@
because these are still energetic and yearning to achieve a lot ahead. 1anagement should recruit
fresh graduates from colleges and universities since that is the target age group of #66.
2.
<00< H-'%&7$ /&>&/ (6 &),."$-(5 "$$"-5&) :# $%& &89/(#&&70
%espondents were also asked to identify their educational levels and below are the responses and
below are the responses.
T":/& 72 H-'%&7$ /&>&/ (6 &),."$-(5 "$$"-5&)
&ducation
4evel Are;uency >ercent Nalid >ercent 6umulative >ercent
Nalid U6& 7 ) ) )
U"6& 8 += += 7@
'ertiary : +) +) =)
University +, <= <= +@@
'otal =@ +@@ +@@
'able ) shows that <= percent of the respondents who work with #ampala 6ity 6ouncil are
university graduates, followed by those from the tertiary institutions at +) percent. 'his means
that #66 considers education and experience highly when selecting its employees to ensure
;uality work. 'herefore, management should constantly revise its practices in order to maintain
the present standard.
<00? D,*"$-(5 -5 7&*>-.&
%espondents were asked the period they had worked in #66 and the following was obtained.
'able -B 4ength at work
!uration in
service Are;uency >ercent Nalid >ercent
6umulative
>ercent
Nalid + year back - 7) 7) 7)
7 years back +8 8) 8) )8
= years back 8 += += -)
8U years back 8 += += +@@
'otal =@ +@@ +@@
Arom table - above, 8) percent of the respondents 9oined the council in the last 7 years and 7)
percent +year back. 'he table also shows that += percent 9oined the council = years back and 8U
years back each. Using the above results it means that #66 is serviced by employees who 9oined
in the past two years. ItIs an indication that the council cannot maintain its employees for a long
period of time explaining a high staff turnover within #66. 'herefore, the council should
carryout intensive research to find out why there is high labor turnover. 'his will help the council
in retaining skilled and competent employees.
2/
<0; MOTIVATION TOOLS UNDERTAKEN BY KAMPALA CITY COUNCIL
8.=.+ Eages and salaries
%espondents were asked whether the wages and salaries paid to employees motivate them.
$elow were the responsesF
,ale 13 4ages and salaries
1otivation levels
Are;uency >ercent Nalid >ercent
6umulative
>ercent
Nalid
Strongly agree + = = =
"gree 8 +8 +8 +)
Not sure < 7@ 7@ =)
!isagree +7 8@ 8@ ))
Strongly disagree ) 7= 7= +@@
'otal =@ +@@ +@@
S(,*.&2 P*-8"*# )"$"
'able , shows that = percent of the respondents strongly agree and +8 percent agree that the
current salary motivate them. Ehen this is compared to those who say that the current salary
does not motivate them /<= percent combined0, it is clear that the ma9ority disagree with the
statement. 'his implies that the salaries given to staff members have an impact on the levels of
performance though #ampala 6ity 6ouncil does not consider salaries and wages as its
motivation tool. 1anagement should consider wages and salaries as a motivation tool for better
results. >ayment should be done in time and worth the employeesI effort.
<0;0 P"#8&5$ -5 $-8&
%espondents were asked whether they are always paid in time and the following information was
obtained.
20
'able +@B 'imely >ayments
'imely >ayment
6umulative
>ercent
Nalid Strongly agree 7 ) ) )
"gree , =@ =@ =)
Not sure < 7@ 7@ :)
!isagree ++ =) =) ,8
Strongly disagree 7 < < +@@
'otal =@ +@@ +@@
Arom table +@ above, =) percent of the respondents in total agree that they are paid in time while
most of the respondents, 8= percent disagree with the statement. 'his means that the council does
not use this tool as a motivator for its employees. 1anagement should revise it payment
schedules and endeavor always to pay in time. 'his will help employees in meeting their
demands and ensuring proper budgeting of their funds.
<0; P-&.& *"$& 7#7$&8
&mployees of #66 were asked whether #66 pays its workers according to work done and
below were the responses.
'able ++B Eork load ? payment
Eork load ?
>ayment Are;uency >ercent Nalid >ercent
6umulative
>ercent
Nalid Strongly agree = +@ +@ +@
"gree 8 += += 7=
Not sure , =@ =@ :=
!isagree , =@ =@ -=
Strongly disagree : +) +) +@@
'otal =@ +@@ +@@
Arom table ++, 8) percent of the respondents in total disagree with the statement while only 7=
percent of them agree with the statement and =@ percent are not sure. Doing with the ma9ority,
the council does not have a performance related pay scheme to motivate its employees. ItIs
important that management should consider paying its workers according to work done for better
resultsF this will motivate employees to work harder in order to earn more.
21
<0;0< E89/(#&& F*-5'& :&5&6-$7
%espondents were asked whether the council provides fringe benefits to all the employees and
the following was obtained.
'able +7B Aringe benefits
Aringe benefits
6umulative
>ercent
Nalid Strongly agree , =@ =@ =@
"gree ) 7= 7= :=
Not sure = +@ +@ <=
!isagree < 7@ 7@ -=
Strongly disagree : +) +) +@@
'otal =@ +@@ +@@
'able +7 shows that := percent of the respondents in total agree that the council provides fringe
benefits against the =) percent who disagree and +@ percent are not sure. 'his means that the
council is in agreement with the earlier revelation by !oellgast /7@@<0 that provision of fringe
benefits is one of the tools that can be used to motivate employees. 1anagement should continue
to provide more of the fringe benefits such as medical allowances, housing allowance and
transport allowance to its employees.
<0;0? B(5,7 9"#8&5$
%espondents were asked whether when they meet the set targets, they are paid a bonus and the
following were obtained.
'able +=B $onus >ayments
$onus >ayment
6umulative
>ercent
"gree - 7) 7) :)
Not sure - 7) 7) -8
!isagree = +@ +@ ,8
'otal =@ +@@ +@@
'able += shows that :) percent of the respondents in total agree with the statement that when
employees meet the set targets, they are paid a bonus and only +< percent of the respondents
32
disagree with the statement while 7) percent are not sure. It is an indication that the council uses
bonuses to motivate its employees. 1anagement should consistently revise its bonus payment
practice in order to maintain the present employee satisfaction.
<0;0A E89/(#&& $*"-5-5'
%espondents were asked whether #66 provides training to its employees most of the times.
'able +8B Staff training
&mployee training
6umulative
>ercent
Nalid Strongly agree : +) +) +)
"gree + = = 7@
Not sure , =@ =@ :@
!isagree < 7@ 7@ )@
Strongly disagree , =@ =@ +@@
'otal =@ +@@ +@@
Arom table +8, 7@ percent of the respondents in total who work with #66 agree that the council
provides them with training most of the times. However, :@ percent disagree with the statement
and =@ percent are not sure. 'his means that training is not one of the tools that the council is
using at the moment to motivate its employees. 'he management of #66 should take up the tool
of training its employees to e;uip them with the necessary skills needed to produce ;uality work
in the organi3ation.
<0;07 E89/(#&& *($"$-(5
%espondents were asked whether #66 rotates its employees within the organi3ation to prevent
boredom.
31
'able +:B 5ob rotation
&mployee rotation
6umulative
>ercent
Nalid Strongly agree = +@ +@ +@
"gree < 7@ 7@ =@
Not sure 7 ) ) =)
!isagree , =@ =@ <)
Strongly disagree +@ == == +@@
'otal =@ +@@ +@@
6oncerning preventing boredom by #66 rotating its employees within the organi3ation, =@
percent of the respondents in total agree with the statement. However, a bigger percentage of <=
of the respondents do not agree with the statement and =) percent are not sure. $asing on the
ma9ority of the respondents, it can be noted that the council does not rotate its employees which
creates boredom. 'herefore, management should endeavor to rotate its employees within the
organi3ation as a way of preventing boredom and facilitating interaction amongst the employees.
<0;08 E89/(#&&7 H D&.-7-(5 M"4-5'
%espondents were asked whether they have participated in decision making of #66 and the
following was obtained.
'able +ercent
Nalid Strongly agree : +) +) +)
"gree = +@ +@ 7)
Not sure < 7@ 7@ 8)
!isagree ) 7= 7= )@.@
strongly disagree , =@ =@ +@@
'otal =@ +@@ +@@
6onsidering decision making in #66, results show that := percent of the respondents disagree
with the statement against the 7) percent in total who agree and 7@ percent are not sure, 'his
means that most of the workers do not actually take part in the decision making of the
organi3ation implying that the management decides what is to be done and passes it on to the
32
lower workers. 1anagement of #66 should consider involving workers at the different levels to
take part in decision making in order to make them know that their contribution adds value to the
development of the organi3ation.
<0;09 S&57& (6 *&79(57-:-/-$# "$ +(*4
%espondents were asked to indicate whether they are given a sense of responsibility at the work
place.
'able +)B !egree of responsibility
Sense of
%esponsibility Are;uency >ercent Nalid >ercent
6umulative
>ercent
Nalid Strongly agree - 7) 7) 7)
"gree +@ == == <@
Not sure : +) +) ))
!isagree < 7@ 7@ ,)
Strongly disagree + = = +@@
'otal =@ +@@ +@@
'able +) shows that <@ percent of the respondents in total who work with #66 agree that they
are given a sense of responsibility at the work place. (nly 7= percent disagreed with the
statement. 'his means that the council uses responsibility as one of its tools to motivate its
employees. 'his is in agreement with Aredrick Hert3Is /+,:,0 hygiene theory which postulates
that responsibility at work motivates employees. 'his motivation practice should be maintained
by #66 management.
<010 C%"//&5'-5' +(*4
%espondents were also asked whether the council makes sure that the work is challenging at all
times.
33
'able +-B Hectic work
6hallenging work
6umulative
>ercent
Nalid Strongly agree 7 ) ) )
"gree +@ == == 8@
Not sure += 8= 8= -=
!isagree = +@ +@ ,=
Strongly disagree 7 ) ) +@@
'otal =@ +@@ +@@
'able +- shows that the 8@ percent of the respondents in total agree with the statement that their
work is challenging while +) percent of the respondents in total disagree. However, most of the
respondents where not sure about their status. 'his provides that, employees do not know what it
means for the work to be challenging. 1anagement should teach its employees what challenging
work means and its importance that accrue from a challenging work. 'his will increase creativity
and innovations within employees thus increased productivity of labor.
<011 E89/(#&& 9*(8($-(5
%espondents were asked whether when an employee performs well consistently, he*she is
promoted and below are the findings.
'able +,B Staff >romotions
&mployee >romotion
6umulative
>ercent
Nalid Strongly agree < 7@ 7@ 7@
"gree +@ == == :=
Not sure , =@ =@ -=
!isagree 8 += += ,<
Strongly disagree + 8 8 +@@
'otal =@ +@@ +@@
Arom table +, above, it can be noted that := percent of the respondents in total agree that when
someone performs well consistently they are promoted, =@ percent are not sure while only +)
percent disagree with the statement. 'his therefore, means that the council uses promotions as its
tool to motivate its employees a practice that management should maintain.
34
<01 E@,"/ $*&"$8&5$ (6 &89/(#&&7
%espondents were also asked whether there is relatively e;ual treatment of employees depending
on their efforts, experience and education.
'able 7@B Aair treatment of staff
&;ual treatment of
employees Are;uency >ercent Nalid >ercent
6umulative
>ercent
"gree , =@ =@ <@
Not sure < 7@ 7@ -@
!isagree = +@ +@ ,@
Strongly disagree = +@ +@ +@@
'otal =@ +@@ +@@
'able 7@ shows that <@ percent of the respondents in total agree that depending on someoneIs
efforts, experience and education, the council relatively treats its employees e;ually while 7@
percent disagree and 7@ percent are not sure. 'his means the council treats its employees e;ually
in order to motivate them. 'his is a practice that management should continue to uphold because
the employees feel that they are cherished at the work place.
<0< EMPLOYEE PERFORMANCE
<0<01 M($->"$-(5 "5) &89/(#&& 9&*6(*8"5.&
%espondents were asked to indicate whether motivation is the most important factor of employee
performance and the following information was obtained.
35
'able 7+B 1otivation and staff performance
1otivation as a factor
6umulative
>ercent
Nalid Strongly agree 77 )= )= )=
Not sure 7 ) ) -@
Strongly disagree < 7@ 7@ +@@
'otal =@ +@@ +@@
6onsidering motivation as the most important factor in employee performance, )= percent of the
respondents in total agree to the statement while only 7@ percent disagree and ) are not sure.
'hese findings are in agreement with the earlier revelations made by #athleen /7@@80 that in
order to improve oneIs performance he*she needs to be motivated. 1anagement should maintain
this practice of motivating its employees and even research for more new motivation tools.
<0<0 G("/ ./"*-$# "5) 9&*6(*8"5.&
%espondents were asked to indicate whether goal clarity among the employees helps to improve
their performance.
'able 77B Doal clarity
Doal clarity
6umulative
>ercent
"gree ++ =) =) <8
Not sure - 7) 7) ,+
!isagree + = = ,8
'otal =@ +@@ +@@
'able 77 shows that <8 percent of the respondents who work with the council agree that goal
clarity can help employees to improve on their levels of performance. (nly , percent in total
disagree and 7) percent are not sure. 'hese findings are in agreement with the earlier revelations
made by Eillmot /7@@)0 who asserted that people must have in mind a clear picture of any end
or goal they are to achieve in order to perform to their best always. 'he management should
continue to clarify organi3ational goals to the employees for better performance.
3.
<0<0; !(*4-5' C(5)-$-(57 "5) 9&*6(*8"5.&
%espondents were also asked to indicate whether the working conditions can greatly improve
oneIs performance.
'able 7=B Eorking conditions
Eorking 6onditions
6umulative
>ercent
Nalid Strongly agree +: :@ :@ :@
"gree +@ == == -=
Not sure 7 ) ) ,@
!isagree + = = ,=
'otal =@ +@@ +@@
Arom table 7=, it can be noted that -= percent of the respondents in total agree that working
conditions can greatly improve on the performance of the individuals while only +@ percent in
total disagree and ) percent are not sure. Doing with the ma9ority, it can be concluded that the
employees believe that better working conditions can help them to improve on the level of their
performance. 1management should endeavor to improve on the working conditions of
employees for better performance.
<0<0< K5(+/&)'& (6 $%& 7$*,.$,*& "5) 9&*6(*8"5.&
'he respondents were asked whether the knowledge of the structure helps an employee to know
what to do in given situations and hence improve on his*her performance.
,ale 243 5no-ledge of the str!ct!re
3/
#nowledge of the
Structure Are;uency >ercent Nalid >ercent
6umulative
>ercent
"gree ++ =) =) <8
Not sure < 7@ 7@ -8
!isagree + = = -)
Strongly disagree 8 += += +@@
'otal =@ +@@ +@@
'able 78, results show that only += percent of the respondents in total disagree with the
statement, 7@ percent are not sure while the ma9ority of <8 percent agree that in order to improve
their performance, the employees need to have knowledge of the structure of the organi3ation
since this can help them maneuver around the problems and hence perform better. 1anagement
should uphold this practice such that employees can always know in which department to report
the various issues that arise in the organi3ation.
<0<0? M()&*5 T&.%5(/('# "5) 9&*6(*8"5.&
%espondents were also asked to indicate whether the use of modern technology triggers
performance of employees.
'able 7:B 1odern 'echnology
1odern 'echnology
6umulative
>ercent
Nalid Strongly agree ) 7= 7= 7=
"gree +@ == == :<
Not sure < 7@ 7@ )<
!isagree : +) +) ,=
'otal =@ +@@ +@@
Arom table 7:, :< percent of the respondents in total who work with #66 believe that with
modern technology, performance can always be better against the 78 respondents in total who
disagree and 7@ percent who are not sure. 'his is in agreement with the earlier revelations made
by Samuel /7@+@0 that technology can greatly improve on the individual performance. However,
some of the respondents fear that the introduction of technology will not do much if they are not
30
taken for further training hence management should always train its employees how to operate
the modern technology.
<0<0A A:-/-$#3 $*"-5-5'3 &G9&*-&5.& "5) 9&*6(*8"5.&
%espondents were also asked whether ability, training and experience can improve an
individualIs capacity to perform.
'able 7ercent Nalid >ercent
6umulative
>ercent
"gree +8 8) 8) ))
Not sure 8 += += ,@
!isagree 7 ) < ,<
Strongly disagree + = = +@@
'otal =@ +@@ +@@
Arom table 7<, )) percent of the respondents in total who work with #66 believe that an
individual with ability, experience and training for a particular 9ob, his*her performance is always
going to be up, the , percent disagree and += percent are not sure. 'he management should
endeavor to consider the ability, training and experience of employees in order to improve on an
individualIs capability to perform.
31
HH 6orrelation is significant at the @.@+ level /7Jtailed0
'he >earson correlation coefficient above reveals that there is a positive and significant
relationship between employee motivation and their performance in #ampala 6ity 6ouncil. 'his
is shown by the >earson correlation of @.-7=HH tested at @.@+ level of significance. "lso the
correlation shows a gap of @.+)) that needs to be closed by the management of #66.
1anagement should consider all the motivational tools like timely payment, piece rate system,
employee fringe benefits, employee training and rotation, goal clarity and employee involvement
in decision making among others used in motivating employees so as to fully satisfy employee
needs.
CHAPTER FIVE
42
<0? RELATIONSHIP BET!EEN MOTIVATION H EMPLOYEE
PERFORMANCE
<0?01 M($->"$-(5 "5) E89/(#&& 9&*6(*8"5.&0
%espondents of #66 were asked whether motivation influences employee
performance and below were the responses obtainedF
'able 7)B 1otivation and &mployee performance
1otivation
&mployee
performance
1otivation >earson 6orrelation + .-7=HH
Sig. /7Jtailed0 .@@@
N =@ =@
&mployee performance >earson 6orrelation .-7=HH +
Sig. /7Jtailed0 .@@@
N =@ =@
SUMMARY3 CONCLUSIONS AND RECOMMENDATIONS
?01 I5$*(),.$-(5
'his chapter presents the summary of the findings of the study for the previous four chapters.
'his chapter also includes conclusions, recommendations for the study, and areas of further
research suggested.
?0 S,88"*# (6 8"=(* 6-5)-5'7
?001 T((/7 (6 8($->"$-(5 ,7&) :# K"89"/" C-$# C(,5.-/0
'he study found out that the council uses many different tools to motivate its employees. 'hese
includeF provision of fringe benefits, paying bonuses to workers who put in extra effort, giving a
sense of responsibility, promotion of consistently hardworking employees and treating the
workers e;ually.
However, the study also found out that #66 does not use salary as a tool to motivate its
employees as most of them were not satisfied by the managementIs salary scheme. It was also
found out that the council does not carry out training of its employees. 'he study also found out
that the council does not rotate its employees or involve them in decision making as a way of
motivating them.
?00 F".$(*7 $%"$ "66&.$ &89/(#&& 9&*6(*8"5.& -5 KCC0
'he study found out that motivation is the ma9or factor that affects the level of employee
performance. 'his is because when the respondents were asked about whether motivation is the
most important factor in employee performance, )= percent of them agreed. However, the study
also found out that the organi3ation needs to consider whether the tools they are using are
matching the needs of the employees such that they can apply the right tools which apeal to the
employees. 'he study also found out that there are other factors that affect the level of employee
performance in #66 and these includedF goal clarity, knowledge of the structures, the working
conditions which was ranked as number two following motivation, the use of modern technology
and ability, training and experience of employees.
?00; R&/"$-(57%-9 :&$+&&5 8($->"$-(5 "5) &89/(#&& 9&*6(*8"5.&0
41
'he findings revealed that motivation makes employees do extra tasks for better performance
and that there is a direct strong and positive relationship between employee motivation and the
performance of #66 staff. 'his is evidenced by the >earson correlation of @.-7=F this figure
shows a very strong and positive relationship between motivation and employee productivity at
#ampala 6ity 6ouncil.
?0; C(5./,7-(5
Arom the findings, it can be concluded that motivation can be categori3ed in two types basing on
whether the motivational states are internally or externally derived. 'hese included intrinsic
motivation and extrinsic motivation. It can also be concluded that there are two types of
motivation tools an organi3ation can useF the financial and the nonJfinancial tools. It can also be
said that though the nonJfinancial tools such as reducing the workload, 9ob security,
acknowledgment are all good motivators, financial tools such as salary and performance related
pay are better motivators. It can also be concluded the management of #66 is the trying to
motivate its employees though the tools it is using do not exactly match with the expectations of
the employees.
"bout the factors that affect employee performance, it can be concluded that motivation is the
most important factor that organi3ation should look upon. However, it can also be concluded that
there are other factors that affect the level of employee performance. 'hese includeF goal clarity,
working conditions, knowledge of the structure, use of modern technology, ability, training and
experience.
'he research also concludes that there is a very strong positive relationship between motivation
and employee productivity. However, it can also be concluded that the root cause of poor
performance in #66 is not motivation in its self rather it is the tools of motivation used by the
council which are not what the employees want as motivators.
?0< R&.(88&5)"$-(57
'he council should consider further informing and training of its staff to e;uip them with more
skills in order to improve their performance. "lso informing the employees about the procedures
that must be gone through if they want for example, a salary increment is recommended.
42
It was found out that the tools the council uses to motivate its employees are not exactly the tools
that can motivate the employees. 'he researcher therefore recommends that the council should
carry out a study before using a particular tool.
?0? A*&"7 6(* 6,*$%&* *&7&"*.%
'he researcher recommends the following areas for future investigations which were not
researched satisfactorily.
6hoosing the right motivation tool for a given employee. 'his is a very important aspect
for the employer to consider. 'he researcher was not satisfactorily able to make a
thorough study on how to choose the right motivation tool for a given employee and
therefore recommends it for further research.
'he impact of employeesI salary on their level of motivation. 'he researcher also did not
go deep into finding out the impact of employeesI salary on their level of performance
and therefore recommends it for future investigations.
>roblems encountered by employers when motivating employees. 'he ma9or problems
encountered by employers when motivating employees were not looked at exhaustively
and therefore the researcher recommends it to be researched for by future researchers.
43
REFERENCES
$alunywa, '. /7@@:0. An examination of leadership and employee creativity: The relevance of traits
and relationships. #ampalaB 1akerere University.
6arter, 1cN. /7@@80. Field Guide to eadership and !upervision. New 2orkB %outledge.
6lifton, 5.1. /7@@@0. "estructuring the employee relationship: implication for firms# unions and
employers . US"B 6UN" international, Inc.
6ole, A. /+,,-0. A model of achievement motives# goal orientations# intrinsic interest and academic
achievement. >sychological %eports.
!eci, &., %yan,%.1. /+,-:0. $ntrinsic motivation and self determination in human %ehavior.
New 2orkB " division of >lenum >ublishing 6orporation.
!eming, E. /+,-<0. &ut of the 'risis. 6ambridge, 1"B 1.I.'., 6enter for "dvanced &ngineering
Study.
!oellgast, 4. /7@@<0. (iscretionary effort and the organi)ation of work: *mployee participation and
work reform since +awthorne. New 2orkB 6olumbia University.
!rucker, >. /+,:80. The ,ractice of -anagement. New 2orkB Harper ? %ow Eilliam D.
Aowler, 5.1. /7@@+0. The relationship among su%ordinate personality and their need for motivation.
>ublished dissertation, South "fricaB !e 1ont Aort University.
Dregor,1c!. /+,,,0. The +uman side of *nterprise. New 2orkB Hill $ook 6ompany.
Heneman, %.4. /+,,70. -erit ,ay: inking pay increases to performance ratings. New 2ork.
"ddisonJEesley.
Her3berg3 A. /+,<<0 Work and the .ature of -an. 6levelandB Eorld >ublishing. /New 2orkB Eiley0.
Her3berg, '. /7@@@0. /o% satisfaction and employee performance. -th &dition. (xfordB (xford
University >ress.
#oont3, H. /+,,@0. &ssentials of management. New 2orkB 'he Aree >ress
44
4ikert, %. /+,<)0. The +uman &rgani)ation: $ts -anagement and 0alue. New 2orkB 1cDrawJHill.
4un, 6. 6. /7@@=0. *xplorations in achievement motivation. >aper presented at the annual meeting of
the "merican >sychological "ssociation, Eashington, !6.
1aslow, ". /+,)@0. -otivation and ,ersonality. New 2orkB Harper ? %ow.
1c6lelland, !.6. /+,)+0. Assessing +uman -otivation. 1orristown, N5B Deneral 4earning >ress.
1iles, ".1. /7@@80. $ndex of *conomic Freedom. Heritage $ooksB "ma3on
1ilkovich. D. , Eigdor, ".#. /+,,+.0 ,ay for performance. *valuating performance appraisal and
merit pay. Eashington !6B National "cademy >ress.
>errin, '. /7@@=0. E orking today: Understanding what drives employee engagement. 'he 7@@=
'owers >errin %eport.
%esker, 5. /7@@)0. &mployee performance indicators.
San9ay, k., $radley, &. /7@@-0. >ublic service motivation and interpersonal citi3enship behavior in
public organi3ations. $nternational ,u%lic -anagement /ournal# 11 213#456174.
45
APPENDIX I2 QUESTIONAIRE
TOPIC2 MOTIVATION AND EMPLOYEE PERFORMANCE
BT( :& 6-//&) -5 :# $%& &89/(#&&7 (6 K"89"/" C-$# C(,5.-/C
D&"* S-*/ M")"83
I am Nakabiri Harriet, %eg. No. @)*U*++),-*&.' a student of 1akerere University pursuing a
$achelors of 6ommerce !egree. I am currently conducting a study on the relationship between
motivation and employee performance in your organi3ation. 'he study is purely for academic
purposes and the information given will be treated with utmost confidentiality. I therefore,
humbly re;uest you to spare some time and answer the following ;uestions.
SECTION A2 B".4'*(,5) -56(*8"$-(5
T-.4 (* +*-$& "57+&*7 -5 6,// +%&*& "99/-.":/&0
10 G&5)&*
a0 1ale b0 Aemale
0 M"*-$"/ 7$"$,72
a0 Single b0 1arried c0 Eidow/er0 d0 !ivorced
;0 A'& :*".4&$ B#&"*7C
a0 ++J7@ b0 7+J=@ c0 =+J8@ d0 8+ and above
<0 H-'%&7$ /&>&/ (6 &),."$-(5 "$$"-5&)
a0 U6& b0 U"6& c0 'ertiary d0 University
?0 !%&5 )-) #(, =(-5 KCCI
a0 +year back b0 7years back c0 =years back d0 "bove =years back
4.
SECTION B2 M($->"$-(5 9*".$-.&7 :# K"89"/" C-$# .(,5.-/
(n a scale of +J:, tick in the appropriate box on how you strongly agree or disagree with the
statements given.
S."/& + 7 = 8 :
Strongly
agree
"gree Not sure !isagree Strongly
!isagree
S$"$&8&5$ 1 ; < ?
+. 'he wages and salaries am paid motivate me.
7. "m always paid in time.
=. #66 pays its workers according to the amount of work done.
8. 'he council provides fringe benefits to all its employees.
:. Ehen employees meet the set targets they are paid a bonus.
<. #66 provides training to its employees most of the times.
). 'o prevent boredom, #66 rotates its employees within the
organi3ation.
-. I have participated in the decision making of #66.
,. "m given sense of responsibility at my work place.
+@. 'he council makes sure at all times that my work is
challenging.
++. Ehen an employee performs well consistently, they are
promoted.
+7. 'here is relatively e;ual treatment of employees depending on
their efforts, experience and education.
+=. I have good interJpersonal relationship with my superiors
+8. 'here is high supervision at #66
+:. Suggest ways that #66 should use to improve on your motivation levels.
SECTION C2 F".$(*7 "66&.$-5' &89/(#&& 9&*6(*8"5.&

4/
O5 $%& 7."/& (6 1E?3 $-.4 -5 $%& "99*(9*-"$& :(G (5 %(+ #(, 7$*(5'/# "'*&& (* )-7"'*&& +-$%
$%& 7$"$&8&5$7 '->&50
S$"$&8&5$ 1 ; < ?
+. 1otivation is the most important factor in employee
performance
7. Doal clarity among the employees helps to improve their
performance
=. Eork conditions can greatly improve oneIs performance
8. 'o achieve any goal, an employee must be flexible and suitable
for the 9ob
:. #nowledge of the structure helps an employee to know what to
do in given situations and hence improve his*her performance
<. Aeedback is key in the improvement of an individualIs
performance
). 'he use of modern technology triggers performance of
employees
-. "bility, training and experience improve an individualIs
capability to perform
,. " feeling of acceptance by the employee may improve his*her
performance
+@. Suggest any other factors that affect your level of performance as an employee of #66
....
.
40
SECTION D2 R&/"$-(57%-9 :&$+&&5 8($->"$-(5 "5) &89/(#&& 9&*6(*8"5.& -5 KCC
O5 $%& 7."/& (6 1E?3 $-.4 -5 $%& "99*(9*-"$& :(G (5 %(+ #(, 7$*(5'/# "'*&& (* )-7"'*&& +-$%
$%& 7$"$&8&5$ '->&50
S$"$&8&5$ 1 ; < ?
+. Eith the help of the management, my performance has
improved over time.
7. 1y performance reduces when #66 takes long to rotate the
employees
=. I always perform to my best when I know that am accepted at
work
8. Eith the current motivation practices at #66, the performance
of the employees is always going to reduce.
:. &mployees often endeavor to meet the set targets to be paid a
bonus
<. 'here is a strong relationship between employee performance
and motivation
). 4ist the employee motivation tools that you believe have had the biggest impact on the level of
your performance.
T%"54 #(, 6(* $%& .(E(9&*"$-(51

41

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MOTIVATION AND EMPLOYEE PERFORMANCE

A CASE STUDY OF KAMPALA CITY COUNCIL CENTRAL DIVISION

SECTION C2 F".$(7 "66&.$-5' &89/(#&& 9&6(*8"5.&

T%"54 #(, 6(* $%& .(E(9&*"$-(51

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