EFFECT OF MOTIVATION ON EMPLOYEE PERFORMANCE

The effect of motivation on employee performance Ubaya Binu kacab

School, in Borama District, Somaliland.

Abdisamed Ali Allaale

Lincoln University College

A Thesis Submitted in Partial Fulfillment of the Requirements for the

Degree Of MSc in Human Resource Management

September 2022
 Acknowledgment

my gratitude goes to the almighty god, my friends and my mentors in all things who saw
me through thick and thin during the writing of this work.

as beneficiaries of his guidance and constructive, I am highly appreciative of the

contribution of my supervisor, Abdillahi

I am also grateful to Mr. Ibrahim the head of the laibarary department in ubaya binu ka’ab
school and Mr. abdirahim omer teacher in Ubaya binu ka’ab school who assisted in the
distribution and collection of the questionnaire.

I owe this work to my supervisors, whose comments, directions and encouragement gave
me the zeal and inspiration to complete this work no matter the odds. I do appreciate his
kindness, friendship, understanding, patience, and unrelenting support.

special thanks also go to Mr. Mustafa alabari , director of Ubaya Binu ka’ab school who
led me to the school management team for their permission and approval for the administration
of the questionnaire.

finally i would like to thank all my lecturers whose mentorship has been of immense help
to me and extend my sincere gratitude to all those who helped in diverse ways to make this
work a success.

I
 Dedication

I dedicate this work to the almighty god for his marvelous grace granted unto me during
the period of my studies. Also to my parents, my colleagues and loved ones through whose
sacrifice, support and encouragement I have come this far.

II
 Abstract

Employee motivation describes an employee‘s intrinsic enthusiasm for and drives to

accomplish work. Every employee is motivated about something in his or her life. Motivating

employees about work is the combination of fulfilling the employee's needs and expectations

from work and workplace factors that enable employee motivation or not. These variables

make motivating employees challenging. Information about motivating employees is readily

available but it‘s hard to apply the ideas in many workplaces. Too many workplaces still act as

if the employee should be grateful to have a job. Managers are on power trips and employee

policies and procedures are formulated based on the assumption that you cannot trust

employees to do the right thing. Communication is never transparent and there is always a

secret message or a hidden agenda. Motivating employees in this work environment is tough,

if not impossible. Fortunately, most work environments are not in this extreme. They each have

their own set of problems, but managers appreciate that motivating employees was bring

positive results for the organization. This study used a multi-method approach. questionnaires

were used to gather these data and analysis were done using words, graphs, tables and statistics.

the administration of questionnaires was of an enormous help to the researcher for effective

comparison of all responses. After the study it was found that motivation serves as a factor

which influenced performance and hence increases productivity. It is therefore important that

employees of Ubaya Binu Kaa’ab school are well motivated to ensure continuous good

performance in terms of student’s development, competitions and external examination results.

III
Table of Contents
CHAPTER ONE ........................................................................................................................ 1
BACKGROUND OF THE STUDY .......................................................................................... 1
1.1. Introduction ..................................................................................................................... 1
1.1.1 Historical Background................................................................................................... 1
1.1.2. Theoretical Framework ................................................................................................ 3
1.1.2.1. Theories of Motivation .......................................................................................... 3
1.1.2.2. Early Theories of Motivation ................................................................................ 3
1.1.2.3. MC Gregor Douglas Theory X and Y ................................................................... 4
1.1.2.4.Assumption of Theory X ........................................................................................ 4
1.1.2.5. Assumption of Theory Y ....................................................................................... 4
1.1.2.6. Abraham Maslow’s Hierarchy of Need Theory .................................................... 5
1.1.2.7.Contemporary Theories of Motivation ................................................................... 6
1.1.3. Conceptual background ................................................................................................ 7
1.1.4. Contextual Background ................................................................................................ 8
1.2. Statement of the Problem ................................................................................................ 9
1.3. Purpose of the study ........................................................................................................ 9
1.4. Research objectives ......................................................................................................... 9
1.5. Research Question ........................................................................................................... 9
1.6. Hypotheses .................................................................................................................... 10
1.7. Scope Of the Study........................................................................................................ 10
1.8. Geographical Scope....................................................................................................... 10
1.9. Content scope ................................................................................................................ 10
1.10. Limitations of the Study .............................................................................................. 10
1.11. The significance of the study ...................................................................................... 11
1.12. Definition of Terms ..................................................................................................... 12
CHAPTER TWO ..................................................................................................................... 14
REVIEW OF RELATED LITERATURE AND STUDIES .................................................... 14
2.0 LITERATURE ............................................................................................................... 14
2.1.Theoretical Review ........................................................................................................ 14
2.2. Conceptual Framework ................................................................................................. 18
2.3. Related Literature .......................................................................................................... 18

IV
CHAPTER 3 ............................................................................................................................ 25
METHODOLOGY .................................................................................................................. 25
3.0. Research Design ........................................................................................................ 25
3.1. Target Population ...................................................................................................... 26
3.2. Simple Size................................................................................................................ 26
3.3. Sampling Procedure .................................................................................................. 26
3.4. Research Instruments ................................................................................................ 27
3.5. Data-Gathering Procedures ....................................................................................... 27
3.6. Data Analysis ............................................................................................................ 27
CHAPTER FOUR DATA PRESENTATION, ANALAYSIS, AND INTERPRETATION .. 29
4.0. OVERVIEW.................................................................................................................. 29
4.1 Demographic Factors of the Respondents ...................................................................... 29
Distribution of the Respondents by Marital Status .............................................................. 29
CHAPTER FIVE ..................................................................................................................... 43
SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS ................. 43
5.1 Summary of the Findings ............................................................................................... 43
Discussion of Findings ......................................................................................................... 44
Conclusion............................................................................................................................ 45
Recommendations ................................................................................................................ 45
General Recommendations ............................................................................................... 45
Recommendation for Further Research ............................................................................ 46
REFERENCE: ...................................................................................................................... 47
APPENDICES ......................................................................................................................... 51

V
Tables

Table 1 martial status ............................................................................................................... 29

Table 2 training ........................................................................................................................ 30
Table 3 Teaching experience ................................................................................................... 31
Table 4 Age .............................................................................................................................. 31
Table 5 Gender ......................................................................................................................... 33
Table 7 position........................................................................................................................ 34
Table 8 salary ........................................................................................................................... 35
Table 9 other income ............................................................................................................... 36
Table 10 Socio-demographic ................................................................................................... 37
Table 11 Motivational Factors ................................................................................................. 38
Table 12 Intervening Factors .................................................................................................. 39
Table 13 Employee performance ............................................................................................. 39
Table 14 correlation ................................................................................................................. 41

VI
 CHAPTER ONE

BACKGROUND OF THE STUDY

1.1. Introduction

Somaliland Education Service has the sole responsibility of making sure quality Education

is not sacrificed to the detriment of students. Given this, Somaliland Education Service has

put in placea mechanism to ensure that teachers are motivated to give up their best to ensure

that students acquire the necessary skills and knowledge to further their studies. These

include further studies, teachers ‘motivation by parent-teacher association, and many others

which are both intrinsic and extrinsic.

1.1.1 Historical Background

McGregor (1957) proposed these techniques focused primarily on three managers and

improving the flow of communication between head management and teachers.

According to Knoor (1968), clearly, theory X is pessimistic and mini control is primarily

external,that is superimposed on the subordinate by the supervisors. In contrast theory Y is

optimistic dynamic flexible, with an emphasis on self-direction and integration of individual

needs with organizational demands. Organizations require a number of resources, strategies,

and techniques in order to succeed. Fromcapital to a business site and to employees, all of

these are essential for a business to work. Whilethese components are significant, values,

particularly motivation, is also recognized as a vital business element, especially in enabling

organizational transformation and enhancement. Motivation permits the business owners

and employees to be resourceful, responsible, andproductive in performing daily business

tasks, which in turn helps in uniting the business with itsconsumers. By means of motivating

the employees, Principless are able to encourage them to worktowards a common goal. This

principle also helps the employees to become more productive, enabling enhancement and

transformation to take place. Often, a person has the desire and ambition to get something

done or achieve a certain goal but lacks the push, the initiative, and the wasingness to take

1
 action. This is due to a lack of motivationand inner drive. Motivation strengthens ambition,

increases initiatives, and gives direction, courage, energy, and the persistence to follow

organizational goals. A motivated person takes action and does whatever it needs to achieve

organizational goals. Motivation is one of the most important keys to success. When there

is a lack of motivation, the organization either gets no results or only mediocre results,

whereas when there is motivation the organization attains greater and better results and

achievements. Lack of motivation shows a lack of enthusiasm, zest, and ambition, whereas

the possession of motivation is a sign of strong desire, energy, and enthusiasm, and the

wasingness to do whatever it takes to achieve what the organization sets out to do. Often an

employee knows how to perform correctly, the process is good, and all resources are

available, but for one reason or another, chooses not to do so, which normally means it is a

motivational issue. While many jobs have problems that are inherent to the position, it is

the problems that are inherent to the person that normally causes the employer to lose focus

from the main task of getting results. These motivational problems could arrive from family

pressures, personality conflicts, and a lack of understanding of how the behavior affects

other people or processes (Military leadership, 1993). Employees are a company‘s

livelihood. How they feel about the work they are doing and the results received from that

work directly impact an organization’s performance and, ultimately, its stability. For

instance, if an organization’s employees are highly motivated and proactive, they do

whatever is necessary to achieve the goals of the organization as well as keep track of an

organization's performance to address any potential challenges. This two-prong approach

builds an organization’s stability. An organization whose employees have low motivation

is completely vulnerable to both internal and external challenges because its employees are

not going the extra mile to maintain the organization’s stability. An unstable organization

ultimately underperforms. Lack of motivation equates to less work being accomplished.

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 Productivity does not disappear; it is usually transferred to aspects not related to the

organization’s work. Things like personal conversations, internet surfing, or taking longer

lunches cost the organization time and money. Reduced productivity can be detrimental to

an organization’s performance and future success. The job of a Principles in the workplace

is therefore is to get things done through employees. To dothis the Principles should be able

to motivate employees, but that is easier said than done. This study was look at what

motivates Ubaya Binu Kacab school employees to perform to the expectation of School

Management and what corresponding benefits the school achieves to meet its target.

1.1.2. Theoretical Framework

This Study is patterned to several motivational theories, Fredric Taylor, McGregor’s,

Abraham Harold Maslow’s theory of need, Perfectos Sison’s theory, Herzberg’s theory of

hygiene and motivational factors, and the human resource management paradigm and

important concepts of motivation, extrinsic motivators, intrinsic motivators, performance

management approaches, good work performance, and good organizational performance.

This section brings to light what can be done in order to motivate workers to perform and

achieve organizational objectives and goals.

1.1.2.1. Theories of Motivation

A number of theories have been advanced in an attempt to explain why individuals behave

the way they do. An understanding of these theories provides the basis for the Principless

to understand human behavior to tasks and activities that are mutually beneficial to both the

worker and the organization. These are two broad categories of motivational theories.

1. The early theories of motivation and

2. Contemporary theories of motivation.

1.1.2.2. Early Theories of Motivation

Classical Theories: Fredric Taylor (1975) is generally described to be the classical
theory. He is known as the father of “scientific management”. In his view, men could produce

3
more if only they learn more. His plan unique in that greatly increased the reward of high
productivity. These men were able to doubt their wages was under the system. However, the
assumption that money is the best motivation fails to pass the test. Those people can motivate
by money and rise above its power. This view fails to specify other important consideration
that affects individuals in the workplace.

1.1.2.3. MC Gregor Douglas Theory X and Y

This was one of the earliest theories of motivation to assist Managers to motivate their workers.

In particular, it was a challenge to the traditional view that all employees are lazy individuals

who needed constant supervision and the use of force to get them to work hard. Douglas

McGregor (1951) concluded that the perception of the Principles about the employee

determines how they had led and treated at work. McGeo (1957) postulated two theories in the

perception of manager about the employees at work Theory X and theory Y. He held that theory

X represents the traditional assumption that workers cannot be trusted and they must be forced

or threatened to get them to do their work. He proposed theory Y be adopted instead, as a better

approach to handling workers in the organization. This is a set of assumptions that workers do

not necessarily dislike work and are capable of controlling themselves at work if they are given

draws much from the self-fulfilling properly that the attitude of workers is largely re-informed

the disposition of their bosses to them in terms of the level of trust and confidence.

1.1.2.4.Assumption of Theory X
1. The average human being has an inherent dislike for work and was avoid it if he can.

2. Because of this characteristic, most people must be coerced, controlled, directed, and

threatened with punishment so that they was work toward the organizational goals.

3. The average human being prefers security and avid responsibility.

1.1.2.5. Assumption of Theory Y

1. The expenditure of physical and mental effort in work is as natural as play if they are

satisfactory.

4
2. External control threat of punishment is not the only means of bringing about efforts.

3. Commitment is a formation of reward associated with their achievement.

4. The average worker learns under the proper condition not only to accept but also to

seek responsibility. Avoidance of responsibility, lack of ambition, and emphasis on security is

general consequences of experience and not inherent human characteristics.

5. The capacity to exercise a relatively high degree of imagination, ingenuity, and

creativity in the solution of the organizational problem is widely not narrowly distributed

among the workers.

6. Under the condition of modern industrial life, the intellectual potentialities of the

average human being are only partially utilized.

1.1.2.6. Abraham Maslow’s Hierarchy of Need Theory

Abraham Maslow (1954), a psychologist conjectured that basic need is the same for all human

beings. He found out that different people, and organizations satisfy these needs, in different

ways. He concludes that human needs are existing in a hierarchical order starting with the lower

order need to the higher needs and he stated that when one set of need is satisfied it ceased to

be a motivator and the next set of needs occupy the attention of the individuals.

Additionally, he streamlined the needs in the order of proportion as follows.

5
1.1.2.7.Contemporary Theories of Motivation
Victor Vroom’s Expectancy Theory: Victor Vroom (1965) proposed the expectancy

theory of motivation. This theory explains motivation from the point of view that how hard a

person works essentially depends upon the expectation of the person from the hard work and

it is based on three key variables.

Valence: The means the strength of a person’s preference for particular values or

anticipated satisfaction from the outcome of a particular behavior. It could be considered

negative or positive, it is positive where the person prefers achieving the outcome and negative

is where the person prefers to avoid the outcome.

Instrumentality: This is referring to the relationship between the reward desired by the

individual and his or her performance in terms of achieving the goals and objectives of the

organization. Vroom went ahead to distinguish between the first and second level of the

outcome of behavior, to be, the first level outcome is the performance of an individual in the

organization, and the second level is the rewards for his or her performance.

Expectancy: In this context, expectancy means the likelihood or probability that the

choice of a particular action was lead to the desired outcome. In other words, it is the

relationship between a chosen course of action and its expected outcome. The nature of an

action of effort applied in the organization by the worker is determined by it is propensity to

lead to the desired reward. Expectancy is reduced to a probability of between + 1.0.

Equity Theory of Motivation: The equity theory of motivation was propounded by

T.S. Adam (1964). The theory proves that people are not only concerned with maximizing

the amount of payment but also the fairness of the payment, the theory is concerned with

comparison among input and outcomes. The primary concern is with the relation between an

6
individual input, outcome, or rationale of a person with whom he compares himself. The

comparison is showing as following input.

Input: Are whether the individual previewed as an investment in job (effort), education, time,

skill training, intelligence and social (status) contribution.

Outcome: Are those things that are view as returns on this inversion (money, recognition

working condition, fringe, benefits, and job status symbols). When the comparison process

yields an imbalance it basis for motivation through the definition; it fellow’s that, inequality

result from person. Not only when they are relatively underpaid.

1.1.3. Conceptual background

Motivation Is An Important Factor Which Encourages Persons To Give Their Best

Performance And Help In Reaching Enterprise Goals. A Strong Positive Motivation Was

Enable The Increased Output Of Employee But A Negative Motivation Was Reduce Their

Performance. A Key Element In Personnel Management Is Motivation. According To Likert,

“It Is The Core Of Management Which Shows That Every Human Being Gives Him A Sense

Of Worth In Face-To-Face Groups Which Are Most Important To Him. A Supervisor Should

Strive To Treat Individuals With Dignity And A Recognition Of Their Personal Worth.”

Nature Of Motivation: Motivation Is A Psychological Phenomenon Which Generates Within

An Individual. A Person Feels The Lack Of Certain Needs, To Satisfy Which He Feels Working More.

The Need Satisfying Ego Motivates A Person To Do Better Than He Normally Does.

Intrinsic And Extrinsic Motivation: As An Individual Can Be Motivated Either By Intrinsic

Factors Or Extrinsic Factors. The Intrinsic Factors Include Recognition, Social Status, Self-Esteem And

Self-Actualization Needs Which Are Related To Inner Aspects Of An Individual. On The Other Hand,

The Extrinsic Factors Are promotions, leaves, Salary, And Benefits Etc.

7
 Performance is a fact of life. In work or in play, indeed in any activity where we input
even momentary attention, performance can be felt or, at least, deduced if necessary.

Employee performance is defined as how an employee fulfills their job duties and executes

their required tasks. It refers to the effectiveness, quality, and efficiency of their output. Performance

also contributes to our assessment of how valuable an employee is to the organization.

A teacher’s. performance demonstrated impact on students’ learning as established through

student achievement test scores, observed pedagogical practices, or employer or student surveys

energy – not necessarily being extrovert, but alertness and quiet resolve.

Commitment – to the common purpose.

Responsibility – wasingness to seek and accept it.

Enthused- To express excitement about something or great interest in it

1.1.4. Contextual Background

Motivation has become a known phenomenon observed in Somaliland and special in the away

region today which reflects the gloomy image of administrative of lack motivation widespread,

this phenomenon of corruption is getting worse to the point of threatening every single

employee especially teachers in schools, and leading them to unmotivated and low

performance. The motivational level is low, according to the teachers themselves publications,

according to the low or lack of motivation, were extremely affected by the low performance,

among the indicators of motivation are promotion, salary increase, job security and so on,

As l mentioned in the first paragraph the motivation for employees is very low, especially in

schools and the management didn’t recall the problem, the motivation in Somaliland is under

a microscope to develop and promote employee productivity, every and each organization

where it’s a schools or government department they sever with low productivity, to promote

this employee performance every and each government must invest their employee,

8
Lower performance and productivity in the workplace especially in ubaya binu ka’ab, the

indicators of low motivation in fields are low, lack of salary promotion, lack of job security,

and also low morale.

1.2. Statement of the Problem

The study aims to assess and determine the effects of motivation on employees’ performance

in Ubaya Binu Kacab School.

One of the greatest challenges to human resource Principless is to make all employees

contribute to the success of the organization in a moral and socially responsible way. Due to

the dynamic and competitive organizational environment, the organization needs to realize the

importance an

value of employees. They don't have to consider employees as a cost but they have to see as

necessary people that should be maintained and retained in the organization.

Specifically, concerning the problems, the study seeks to provide answers to the research

questions:

1.3. Purpose of the study

The study aims to establish the relationship between employee motivation and their

performance in the Ubaya Binu Ka’ab.

1.4. Research objectives

1. To assess the association of socio-demographic profiles and employee performance

2. To examine the motivational factors in place in ubaya Binu kacab school

3. To determine the most effective intervening factors on employee performance

1.5. Research Question

1. What are the socio-demographic profiles of the respondents?

2. . What motivational factors are in place in abaya Binu kacab school?

9
 3. What is the most effective intervening factors in employee performance?

1.6. Hypotheses
1. There is no significant relationship between the socio-demographic profiles and

employee performance.

2. There is no significant relationship between motivational factors and employee

performance.

3. There is no significant relationship between the intervening factors and employee

performance.

1.7. Scope Of the Study

1.8. Geographical Scope
The research is carring out in Ubaya Binu Kacab Borama district in Somaliland, the capital and

the largest city of the northwestern Awdal region of Somaliland. The city is situated in a

mountainous and hilly area. It has green meadows and fields and represents a key focal point

for wildlife. The town's unusual fertility and greenery in the largely arid countryside have

attracted many faunas, such as gazelles, birds, and camels.

1.9. Content scope

Basing on the area of the study I was collect data reflecting the relationship between the

motivation and performance of employees in the Ubaya Binu Kacab.

1.10. Limitations of the Study

Almost every research work inevitably faces some basic limitations and this study is no

exception. The time frame for the completion of this research was a major limiting factor that

affected the conduct of comprehensive research.

The data was collected through a questionnaire. The responses from the respondents may not

be accurate and the sample taken for the study was only 50 and the results drawn may not be

accurate.

10
Furthermore, since the institution has strict control, it acts as another barrier to getting data.

The lack of readily organized data was a limiting factor, however, within the constraints; all

attempts were made to undertake a valid comprehensive study.

1.11. The significance of the study

Cognizant of the effect of motivation on employee performance, this study was be significant

for the following:

This study was be very significant to the different beneficiers that include \, principle of the

school the researcher, employee especially teachers, ministry of labor, the ministry of

education. In the following ways:- The study is healpful to the employers that might find the

finding of this study relevant to their organization or schools.

The stuy was relevant to other shcolars who was present with factual information on the

relevance of employee output or productivity.

This study was improve employees performance at the workplace, to retain employees and to

help their organization establish a good image as required by the government of Somaliland, if

an organization (school) employees do not acquare this motivation then the school could lose

large amounts of money, student or even fo out of service. On the other hand if the school

employees are well trained and motivated by their employers it coul have great income

potential, keep loyal customers and gain a lot of market share.

This study was help to many principles and leaders in our society to identify the things that

they need to do in order to successfully motivated their emplyees to perfom at their best.

It is evident that there is a need for this study because of the many schools that are constantly

spending money on various ways to increase teachesr motivation.

11
 Administration: The researcher believes that the research findings would throw more

light on the motives for experiencing teachers‘ high turnover rate each academic year and

advice the

Especially this study was help the management of ubaya binu ka’ab school

The outcome of this research would be a working tool for head management of the Ubaya Binu

Kacab school to use to ensure that employees were well motivated to stay in the school to

enhance efficiency and effectiveness. Distinctive schools value their human capital because,

without them, it would be difficult to achieve the vision of the school to beat its competitors.

This would assist Principless of the school to do away with the maxim that when you do not

like the system of work here, you can leave this school to another, we shall get someone to

replace you syndrome‘‘ this paper is significant as it was serve as a guideline for other schools

on how to retain good employees.

1.12. Definition of Terms

The following terms are defined operationally and lexically to provide a common frame of
reference:

v Impact: The powerful effect that something has no anything being it human being or

materials.

v Effect: A result of something or the ability to bring about a result.

v Motivation: to make somebody want to do something, especially something that

involves hard work and effort.

v Workers: People who work, especially one who does a particular kind of work.

v Performance: This means how well or badly you do something.

v Employee: A worker who is hired to perform a job.

v Ubaya Binu Kacab Phinphonrat School: A primary& Secondary school in Borama,

12
 District.

v Incentive: An additional payment or other remuneration to employees to increase

output.

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 CHAPTER TWO

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents a review of related literature and studies, both local and

foreign. Thelast part of the chapter discusses the relevance of the reviewed literature and

studies of the presentstudy.

2.0 LITERATURE
According to the Luxembourg Declaration (2012), workplace health promotion (WHP) is

defined as the combined efforts of employers, workers, and society to improve the health

and wellbeing of people at work. This can be achieved by improving work organization and

the work environment; promoting active participation of all stakeholders in the process; and

encouraging personal development. It is important to note that WHP aims to be

complementary support for, but not a replacement of, workplace risk management. Proper

risk management is an essential basis for a successful WHP program. Regarding

participation in WHP activities, the literature suggests that the number of participants often

tends to be rather low once the WHP project has been implemented. Therefore, it is pertinent

to investigate how organizations can motivate their employees to participate in WHP

activities in both the short and long term. At the same time, it should be kept in mind that

employee participation in health promotion activities is totally voluntary.

The aim of the report that this factsheet summarizes Was to conduct a review of the

available literature to identify the motivating factors for employees to participate in WHP.

This knowledge can be used to improve WHP programs and, consequently, participation

rates. The findings section of the report is divided into two key areas. The first outlines and

describes some

2.1.Theoretical Review
the key findings from the literature concerning workers’ motivation to participate in WHP,

and the second examines the role that diversity may play in workers’ participation and

14
 recruitment. Bruce and Pepitone (2007) propose an interesting viewpoint according to

which Principless cannot motivate employees; Principless can only influence what

employees are motivated to do.

The role of facilitating quality subordinate-superior communication at various levels

effectively employing a wide range of communication channels has been praised by Shields

(2007) in terms of its positive contribution to boosting employee morale. Shields (2007)

stresses two specific advantages of such a practice that relate to offering employees a chance

to raise their concerns and put across their points regarding various aspects of their jobs, as

well as, supplying them with the feeling of engagement and appreciation.

According to Lockley (2012) offering training and development programs that effectively

contribute to the personal and professional growth of individuals is another effective

employee motivation strategy. At the same time, Lockley (2012) warns that for motivational

aspects of training and development initiatives to be increased, ideally, they need to be

devised and implemented by a third party with relevant competency and experience.

Alternative working patterns such as job-rotating, job-sharing, and flexible working have

been branded as effective motivational tools by Llopis (2012). Moreover, Llopis (2012)

argues that motivational aspects of alternative working patterns along with its other benefits

are being appreciated by increasing numbers of organizations, however, at the same time;

many organizations are left behind from benefiting from such opportunities.

An interesting viewpoint regarding the issue has been proposed by Wylie (2004), according

to which members of management primarily should be able to maintain the level of their

own motivation at high levels in order to engage in the effective motivation of their

subordinates. Accordingly, Wylie (2004) recommends Principless adopt a proactive

approach in terms of engaging in self-motivation practices.

15
 Furthermore, Wylie (2004) recommends concentrating on specific variations of intangible

motivational tools such as salary promotion and other job security, important dates with the

participation of the whole team.

According to Thomas (2009) the main challenge of motivation in workplaces is identifying

what motivates each individual employee considering his or her individual differences. In

other words, individual differences have been specified by Thomas (2009) as the major

obstruction for management in engaging in employee motivation in an effective manner.

Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural

differences between employees. Namely, culture can be explained as knowledge, a pattern

of behavior, values, norms, and traditions shared by members of a specific group (Kreitner

and Cassidy, 2012), and accordingly, cross-cultural differences are perceived to be a major

obstruction in the way of successful employee motivation.

This point has been explained by Lockley (2012) by insisting that certain practices such as

engaging in constructive arguments and dialogues in the workplace can prove to be highly

motivational for the representatives of Western culture, whereas the same set of practices

can prove to be counter-productive for employees from Asian countries due to vast cross-

cultural differences.

Llopis (2012) draws attention to the increasing relevance of the work-life balance problem

for modern employees and stresses its negative impact on the level of employee motivation.

Specifically, Llopis (2012) reasons that unless employees achieve an adequate level of

work-life balance at the personal level, management investment in the level of employee

motivation can be Wasted.

This viewpoint is based on the Hierarchy of Needs theoretical framework proposed by

Abraham Maslow (1943), according to which there is a certain hierarchy for individual

16
 needs, and more basic human needs need to be satisfied in order for the next level needs to

serve as motivators.

Azoulay, Graff-Zivin and Manso (2010), professors at Massachusetts Institute of

Technology and, Santa Barbara, published a paper titled “Incentives and Creativity:

Evidence from the Academic Life Sciences” indicates that long-term rewards rather than

short- term rewards helped to motivate scientists in their work and to promote overall

greater creativity.

The application of this study suggests that short-term rewards, which are common in many

businesses, may truncate motivation and hinder innovation.

Grant and Singh (2011), two management professors from The Wharton School of the

University of Pennsylvania, argue that traditional incentive schemes (stock options and

bonuses) are often beneficial for motivating and improving employee performance, but can

have serious repercussions such as “unethical behavior, fuel turnover, and foster envy and

discontent.”

Moreover, they further explain that financial incentives are best used with the following

three guidelines: when tasks are algorithmic in nature and generally uninteresting, when the

financial

incentives are small, and they work in conjunction with major initiatives. They also point

out three important elements, based on Daniel Pink’s research, that the workplace should

incorporate to raise productivity: autonomy (freedom of choice), mastery (skill &

professional development), and purpose (meaning outside of the immediate work area).

Schoeffler (2005), a contributor to the Insurance Journal, explains that incentives should be

in a three-tier incentive scheme: recognition, short-term, and long-term. The basic concept

is to allow for incentives that was motivate different personality types. For example, some

17
 people enjoy immediate satisfaction, and some enjoy the satisfaction that is delayed but has

taken time to build up. Recognition is a key role in motivating which is a non-financial

incentive that reflects feedback.

2.2. Conceptual Framework

Independent variable dependent variable

Motivation factors Employee Performance

Socio-Demographic factor

• Age
• Sex
• Education
• Attainment • Enthused
• Month income • Commitment,
• Class performance
• punctual
Motivational Factors
• Hardworking among others.
• promotion
• job security,
• recognition
• Job status symbol

intervening factors

• availability of intensive
• motivational challenges

2.3. Related Literature

Brent Keijzers (2010) concluded in his studies on Employee motivation related to employee

performance in the organization that it is indeed possible to motivate employees to perform

well for an organization, which is a critical task for Principless. It seems that there exists a

self-reinforcing circular relationship between the performance, satisfaction, and motivation

of an employee; an employee achieves high performance, therefore internal satisfaction

18
 arises, and the employee is motivated to perform well in the future. It is stated that high

performance can be reached when the organization provides certain job characteristics.

Secondly, it is stated that employees can be both intrinsically and extrinsically motivated to

perform well. Most jobs are even both intrinsically and extrinsically motivated

It can also be concluded that intrinsic factors can contribute to a greater extent to employee

motivation than extrinsic factors. Some researchers even argue that an increase in extrinsic

factors.

solely does not lead to an increase in performance. Research proved that to intrinsically

motivate employees, the organization needs to score high on five job characteristics: skill

variety, task identity, task significance, autonomy, and feedback. And to extrinsically

motivate employees, the organization needs to score high on salary, commitment to

supervisors and peers, and job security.

These job characteristics together with the ability of the employee provide the opportunity

for high performance, which is the start of the self-reinforcing circle. It is important that

Principless provide all job characteristics since that was lead to the highest employee

performance. However, it must be argued that this relationship is not infinite; it could be

that the employee does no longer derive satisfaction from his performance or that one of

the three psychological stages is no longer present. Therefore, organizations must make

sure that performances can be continuously improved.

At last, it can be argued that there are numerous other ways to increase the performance of

employees in organizations (e.g., diversity, leadership, etc.), thus management should not

focus on B. Keizer’s; Employee motivation related to employee performance in the

organization 27 motivation solely. But it can be concluded that intrinsic factors can greatly

increase employee productivity.

19
 Laddawan Jianvittayakit (2012) in his exploratory study titled Motivation factors of

international students in choosing a foreign university, find out that students significantly

seek international education experiences and opportunities for them to increase their

knowledge. This segment could be considered an important market with high potential. The

attractiveness of the study destination is investigated to understand the important factors

that influence international students’ choice of a foreign university. The characteristics of

country and university are explored to have in-depth information on pull motivation factors

in the decision-making process. Both country attributes and university attributes are highly

influential in motivating students to opt to

study abroad and in attracting students to choose a destination. The country attributes are

highly influential factors in selecting a destination country since Thailand has a strong

image and reputation as a favorite travel destination, which can be considered a competitive

advantage of the country to attract various markets to choose Thailand as a destination

country. The university attributes, after all, take part in the final stage of students’ decision-

making process in selecting a host institution. Students, increasingly, pay attention to

university characteristics such as offered program, quality of courses, and reputation. The

underlined factors from this study show that “Exploring Thai culture and food” is the most

important factor in motivating students to choose Thailand as their country destination; in

the meantime, “Wide range of courses at Mahidol University”, “Quality of courses and

programs at Mahidol University”, and “Academic reputation and quality of Mahidol

University” are highly influential pull factors to choose Mahidol University as their choice

of a foreign university.

Ederer and Manso’s (2011) study titled “Is Pay for Performance Detrimental to

Innovation?” concluded the following: …the optimal incentive scheme that motivates

exploration is fundamentally different from standard pay-for-performance schemes used to

20
 motivate effort.

Tolerance (or even reward) for early failure, the reward for long-term success, excessive

continuation, commitment to a long-term incentive plan, and timely feedback on

performance are all important to motivate exploration.

Grant and Gino (2010), concluded in their study “A Little Thanks Goes a Long Way:

Explaining Why Gratitude Expressions Motivate Prosocial Behavior” that gratitude shown

in the workplace can promote “prosocial” behavior the carries throughout the company. In

their discussion they

state, “Our findings complement this line of research by demonstrating that expressions of

gratitude, not only experiences of gratitude, have spillover effects on prosocial behavior.

As such, our research suggests that gratitude expressions may have important theoretical

and practical implications for encouraging prosocial behaviors that promote cooperation…”

Nupur Chaudhary and Dr. Bharti Sharma, in their study Impact of Employee Motivation on

Performance (Productivity) In Private Organization, concluded that employee motivation

has a direct impact on productivity and growth. A highly motivated employee invests his /

her best hard work in carrying out each and every aspect of his / her duties and

responsibilities. Improved job performances of the employee was add value to the

organization itself and to the employee’s productivity. The experimental results of this

study show that the motivation of the employee has rewarded the employee and the

organization, and the organization was keep the faithfulness of the employee at the high

climax. Also, the employee was trust his /her organization, supervisor, and top

management. From these observations of details, it is very clear that business organizations

can live and grow by taking care of their employees. In the free market economy under

today's globalization, only organizations that follow high performance paying attention to

21
 their employees can live and growth quickly and securely.

Kiruja EK and Elegwa Mukuru (2013) concluded in their research “effect of motivation on

employee performance in the Public Middle-Level Technical Training Institutions in

Kenya” that employee motivation influences employee performance in Public Middle-

Level Technical Training Institutions in Kenya. The results of correlation analysis in this

study have demonstrated that the motivation of employees has a positive relationship with

employee performance, which is statistically significant. This means that enhancing

employee motivation positively improves employee performance. This leads to the

rejection of the null hypothesis developed in this study,

an indication that the motivation of employees is a significant predictor of employee

performance in Public Middle-Level Technical Training Institutions in Kenya. Some

employees were very little motivated as there is no recognition after a good performance

and no feedback after performance of duties. They demand better pay and better terms of

service. In relation to the findings of the study, it can finally be concluded that there is no

significant difference between employees and job satisfaction.

They recommended that Employees’ promotion should be based on academic merit and

responsibilities and be done regularly to enable them to move from one job group to the

next. The Government of Kenya should also come up with uniform salaries for their non-

teaching staff because some employees lamented poor pay and exploitation by the leaders.

The results and findings indicated that Human Resource Management should come up with

an effective performance measurement system that rewards hard workers and penalizes

ineffective workers. One challenging task the researcher recommends is that all employees

should be motivated to ensure they are retained and this was improve performance. In

public, sector institutions such type of government policies should be adapted which

support team efforts inside the organization. In this way, overall organizational productivity

22
 and effectiveness can be enhanced. It is important to develop such an atmosphere where

employees are well satisfied with their jobs and cooperative with each other. In this way,

employees was be in a position to utilize their full potential in their jobs. The research study

strongly suggests that teamwork activities must exist in the organizational environment. In

this way, employees’ performance can be enhanced.

The related literature and studies prove that employee motivation is a crucial aspect of

management function that enables the organization set to goals to be accomplished. Without

motivation, the

operation plan, standard, and target was not be achieved. The objectives are set, policies

directed and now the workforce must be motivated in order that these objectives can be

achieved. Unless there is motivation, which was bring about active and wasing cooperation

between individuals concerned, it is unlikely that objectives was be achieved in a

satisfactory way. Motivation is energizing force that causes workers to behave in a certain

way. Motivating workers means getting the workers to put a lot of effort into their job rather

than directing them elsewhere. Many organizations have failed because they ignored the

motivation of workers. The theoretical discussion of motivating workers naturally

prescribes the need and wants, which are basic, focus that activated by particular needs are

numerous but it is on arousal that lead to actual performance.

However, it is often difficult to know how to motivate workers because of their complex

needs and wants which are usually insatiable from the study of psychology, needs and wants

have to do with motivation not by what we think they ought to have, but by what they want.

Wants may be luxurious or unrealistic, therefore, management is left with the basic option

to motivate the workers by either showing how certain action can increase their need

fulfillment or strengthen diverse need fulfillment.

23
 The related literature and studies also prove that employee motivation is one of the policies

of Principless to increase effectual job management amongst employees in the organization

(shadier et al. 2009). A motivated employee is responsive to the definite goals and

objectives he/she must achieve, therefore in that direction. Rutherford reported that

motivation formulates an organization more successful because provoked employees are

constantly looking for improved practices to do work, so it is essential for organizations to

persuade the motivation of their employees (Kalimullah et al 2010) Getting employee to do

their best work even in strenuous circumstances is one of the

employees most stable and greasy challenge and this can be made possible through

motivating them.

Dr. Obiefuna Okafor and Chukwuma. Edwin Maduka conclude from their findings that the

effect of motivation on employee performance is of paramount important to the

organization. In order to meet up with the current dynamic rate of the business trends, the

management of the manufacturing firms in Nnewi should try as much as possible to adopt

good and positive motivational techniques to increase the morale of the workers towards

productivity and performance.

Finally, management oka schools in kenya should seek various ways of improving

performance in their institution by finding out the effect, causes, or problems associated

with motivation. Meanwhile, for the workers to be motivated, the management must posse

good quality and personal values which was help them to identify those things that motivate

their staffs and apply them properly.

24
 CHAPTER 3
METHODOLOGY
This chapter describes the method of research to be used in this study, the locale of the study,

the respondents, the instruments to be used, and the statistical tools that was be used in the

treatment of data.

3.0.Research Design
This study was employ the descriptive method of research using questionnaire analysis as a

tool. The use of this method was be based on its capacity to successfully complete the purpose

of this study. As mentioned by Calderon and Gonzales (2004), the descriptive method of

research is a process of gathering, analyzing, clarifying, and tabulating data about the

prevailing conditions, practices, beliefs, processes, trends, and cause and effect relationships

and then making an adequate interpretation about such data. It also includes studies that seek

to present facts concerning the status of anything, group of persons, acts, conditions, and any

other phenomenon.

The method is therefore appropriate as it permits the researcher to assess the effect of

motivation on employee performance in Ubaya Binu Ka’ab School. The quantitative and

qualitative approaches was be utilized; the data was be tabulated and analyzed statistically.

Documentary assessment was be employed in acquiring information. Research surveys was be

conducted as the source of data from the respondents regarding their assessment of the effect

of motivation on employee performance in schools. Interviews was also be done to strengthen

and support the information that was be gathered from documentary sources such as books,

journals, newspapers, manuals and other publications.

25
 3.1.Target Population
The population of this study comprises a staff of Ubaya Binu Ka’ab Schools in the Borama

District in Awdal, Somaliland. The research on its outlook reflects the strategy adopted by most

of the government and private schools in Somaliland but the survey was be limited to Ubaya

Binu Ka’ab School in Borama district in Awdal Region, for data collection. The school consists

of, Primary School, and High School with a total of seventy-two teaching staff and twelve non-

teaching staff.

3.2.Simple Size
All target population was not be interviewed but a sample was be chosen from each category

of the population. Table 1 below shows the selected sample size of the study with respect to

each categories:. The Slovene’s formula is used to determine the sample size

!
𝑛 = "#!( & ! )

!"
= 34
#$!"(&.&(! )

n = the required sample size

N = the known population size &

e = the level of significance (Which is given = 0.05)

3.3.Sampling Procedure
This study would use stratified random sampling as the improved effect of motivation. Then

proportionate systematic random sampling and purposive non-random sampling was use for

those institutions and persons.

26
 3.4.Research Instruments
Research instruments are the tools that the researcher uses to collect suitable data for his/her

research study. There are several research instruments; every research study has its instruments

applicable to it. This study was use the Questionnaire as instruments or tool for collecting facts

and information from different types of the respondents to become research more reliable and

strong much trustworthy. which gathered together the data in accordance with the statement of

the problem. Likewise, a structured interview guide was be utilized by the researcher in support

of the data that were gathered through the survey instrument. The interview was be designed

in accordance with the model framework, statement of the problem and hypothesis of the study,

and research objectives. Likewise, the research used a documentary review of secondary data

through the use of publications such as journals, books, primers, and other printed materials as

well as a series of consultations and evaluation of questions. The researcher also evaluated the

interview results that were gathered in relation to the study.

3.5.Data-Gathering Procedures
Documentary review which was be designed to obtain information from the secondary sources

of materials was be conducted in places where the materials are available e.g. Ubaya Binu

Ka’ab Library, online journals, and other publications for this purpose. In the conduct of the

interview, requests was made with the director of Ubaya Binu Ka’ab School.

3.6.Data Analysis
Data collected from the questionnaire was be analyzed, summarized, and interpreted

accordingly with the aid of descriptive statistical techniques such as total score and simple

percentage. In the process of data analysis, the researcher was be used descriptive and statistical

analysis with the help of the SPSS computer package to analyze the data. The regression model

was also be used to analyze the relationship between the effect of motivation on employee

performance

27
Ethical Considerations To ensure utmost confidentiality for the respondents and the data

provided by them to reflect the ethics that would be practiced in this study, the following

measures was be done: 1. The entire questionnaire would be coded to present the anonymity

of the respondents. 2. The respondents would be requested to sign the informed consent 3.

Authors quoted in this study are recognized through citations and referencing

28
 CHAPTER FOUR
DATA PRESENTATION, ANALAYSIS, AND INTERPRETATION

4.0. OVERVIEW

This chapter comprises the analysis and presentation of the data collected. The chapter is
organized into the following sections; namely: demographic factors and findings on the
objectives

i.e. effect of socio-demography factors on employee performance, effect of motivational

factors on employees performance, effect of intervening factors on employees performance,
in ubaya binu ka’ab school in Borama District.

4.1 Demographic Factors of the Respondents

The demographic factors of the respondents were collected on marital status and professional
training.

Distribution of the Respondents by Marital Status

The respondents were asked to indicate their marital status. They responded as indicated in
table 1below.

Table 1 Marital status

Table 1: Marital Status of the Respondents

Frequency Percent

Single 18 52.9

Married 16 47.1

Total 34 100.0

Table 1 SHows that the respondents who are singles were (52.9%), and 47.1.4% of the
respondents were married, So the Married were the minority numbers of the respondents and
the most majority numbers were of the respondents were Single.

29
Figure 1

Distribution of Respondents by Professional Training

The respondents were asked to indicate their professional training. They responded as indicated in
table 2

Table 2 training

Did you have or get training?

Frequency Percent

Yes 28 82.4

No 6 17.6

Total 34 100.0

Table 2 shows that majority of respondent takes trainings and they were 28 (82.4%), and the
other 6(17.6%) didn’t get any training.

30
Table 3 Teaching experience

What is your teaching of experience?

Frequency Percent

Below 10 Years 14 41.2

10-15 Years 13 38.2

15 Above 7 20.6

Total 34 100.0

Table 3 shows respondent teaching experience, and the majority of respondents' experience
was below 10years and they were 14 (41.2%), next was 10-15 years and they were 13 (38.2%),
and the minority of respondent were those who had more than 15 years of experience 7 (20.6%)

Figure 3.

31
Table 4 Age

Age of respondent

Frequency Percent

20-25 Years 13 38.2

32-37 Years 19 55.9

38-44 Years 1 2.9

45> 1 2.9

Total 34 100.0

Table 4 The previous table showed that most of study sample range in age (from 32 to 37 years)
as it is about (55.9%) then (from 20 to 25 years) with a percentage of (38.2%) then (38-44)
with a percentage of (2.9%) then (45 years and above) with a percentage of (2.9%). It is shown
in figure 4

32
Table 5 Gender

Gender of the respondents

Frequency Percent

Male 26 76.5

Female 8 23.5

Total 34 100.0

Table 5 The previous table showed that most of the study population in terms of gender is male
as the Female's percentage is (23.5%) as the percentage is shown in figure 5.

Level of Education
Teachers’ level of education was measured by whether the teacher had attained a Diploma,
bachelor’s degree or a Master’s degree and the results are resented in table 7 below.
Table 6 level of education

Academic Qualification

Frequency Percent

33
 Diploma 4 11.8

Degree 20 58.8

Master's Degree 10 29.4

Total 34 100.0

Table 6 The study comprised a large number of participants who acquired a bachelor degree
level 20 (58.8%), followed by masters and phd level 10 (29.4%), Diploma level were 4
(11.8%), Therefore table 6. shows that the majority of the respondents are bachelor degree
holder and master’s level who have high thinking capacity to give the best and required
information of this study.

Figure 6

Table 7 position

Position

Frequency Percent

Valid Teacher 24 70.6

34
 Management 5 14.7

Other Staff 3 8.8

Total 34 97.1

Total 34 100.0

Table 7 shows that the most respondent position was teacher 24 (70.6%) the second number
of staff that is next to teachers is the management 5 (14.7%) and respondent that were other
staff was 3(8.8%).

Figure 7

Table 8 salary

Salary

Frequency Percent Valid Percent C/Percent

Valid $ 100-300 12 35.3 35.3 35.3

35
 $310-500 18 52.9 52.9 88.2

$ 510-700 3 8.8 8.8 97.1

Total 34 100.0 100.0

Table 8This table shows that the majority salary 18(52.9%) was $310-500, where the next was
12(35.3%), where $100-300, and the last 3 and mostly are the top management (8.8%) salary
is $510-700.

Table 9 other income

Other income Frequency Percent

Yes 25 73.5

No 8 23.5

3 1 2.9

Total 34 100.0

Table 9 shows that if the respondent has any other income, 25 (73.5%) answered yes while
other 8 (23.5%) answered no, so the majority of the respondent have other income.

36
Figure 9

Socio-demographic factor

Socio-demographic factor was measures using 4items in the questionnaire where respondents
were expected to indicate their level of agreement or disagree and the results are resented in
table below.

Table 10 Socio-demographic

Socio-demographic

Statement N SA A NT D SD Mean Std. Deviation

Good status sysmbol exists in

the organizaiton 34 7 10 2 2 13 3.12 1.665

Salary increase over time 34 1 4 7 8 14 3.88 1.175

Receiving an allowance from

the management 34 3 3 9 7 12 3.65 1.300

37
 Receiving overtime paid if
needed 34 1 4 8 12 9 3.71 1.088

Total 136 12 21 26 29 48 3.12 1.706

According to descriptive analysis of socio-demographic on employee performance table 10,

in terms of mean rank of the subsidiary variables, the results indicates that question two with
the mean of 3.88 and four with the mean of 3.71 have great effect on employee performance.

Level of motivational factors

Motivational factors were measure using eleven (6) where respondents were asked to indicate
their level of agreement or disagreement and the result are presented in table 11below.

Table 11 Motivational Factors

Std.
Statement N SA A NT D SD Mean Deviation
Job security exists in the
intitution 34 4 11 5 7 7 3.06 1.369
Good relations with the co-
workers 34 11 11 10 1 1 1.94 0.814
Do you feel valued and
appreciated? 34 3 13 15 1 2 2.59 0.925

Receiving formal recognition 34 6 6 18 1 3 2.68 1.093

Being recognized by
management 34 5 9 14 1 5 2.76 1.208
My opinion are taken into
account at work 34 4 9 12 4 5 2.91 1.215

Total 204 33 59 74 15 23 15.94 6.624

Table 11esents the descriptive statistics of motivational factors and the results reveal based on
mean rank of the subsidiary variables indicates that question one and six have great effect on
variable employee performance with a mean score of 3.01 and 2.91 respectively.

Level of intervening factor

38
Motivational factors were measure using eleven (6) where respondents were asked to indicate
their level of agreement or disagreement and the result are presented in table 12 below.

Table 12 Intervening Factors

Std.
Statement N SA A NT D SD Mean Deviation

Paid in holidays 34 2 3 6 5 18 4.03 1.267

Getting gift from the upper

management 34 1 2 5 9 17 4.15 1.077

Getting Commissions 34 2 1 10 7 14 5.18 7.116

You get yearly ended bonuses 34 1 4 7 7 15 3.91 1.19

Do you have abundant choices 34 4 5 6 15 4 2.68 1.093

Do you get fear of failure 34 14 7 10 1 2 2.12 1.175

Total 204 24 22 44 44 70 22.07 12.918

Table 12resents the descriptive statistics of intervening factors and the results reveal based on
mean rank of the subsidiary variables indicates that question two and three have great effect
on variable employee performance with a mean score of 4.15 and 5.18 respectively.

Level of employee performance

Employee performance were measure using eleven (11 where respondents were asked to
indicate their level of agreement or disagreement and the result are presented in table 13 below.

Table 13 Employee performance

39
 Std.
employee performance N SA A NT D SD Mean Deviation

Enthused

you love Your Job 34 16 8 8 1 1 1.62 0.739

You get inspiration in your job 34 18 9 5 1 1 1.94 1.127

Your manager encourages you 34 14 13 4 2 1 1.79 1.095

Commitment

To volunteer to help your

1.82 0.834
mates 34 16 11 4 1 2

To become team player 34 17 8 7 1 1 1.74 0.898

Showing confidence 34 15 10 6 1 2 1.71 0.799

Class Performance

Bring necessary item into class 34 18 8 4 2 2 1.65 0.774

Completes class assignments 34 17 8 4 3 2 1.5 0.707

Records Assignment
1.5 0.707
consistently 34 20 8 1 4 1

Arrive to class on time 34 25 4 3 1 1 1.29 0.524

Punctual

Always come to school ontime 34 29 2 1 1 1 1.15 0.508

Total 374 205 89 47 18 15 17.71 8.712

40
 Table 13 resents the descriptive statistics of employee performance and the results reveal based
on mean rank of the subsidiary variables indicates that question two and four have great effect
on variable employee performance with a mean score of 1.94 and 1.82 respectively.

Table 14 correlation

Correlation

Socio-
demographi Motivational Intervening Employee
c Factors factors performance
Socio-demographic Pearson Correlation 1
Sig. (2-tailed)
N 34
Motivational Factors Pearson Correlation .361** 1
Sig. (2-tailed) .036
N 34 34
Intervening factors Pearson Correlation .119** .190** 1
Sig. (2-tailed) .501 .282
N 34 34 34
Employee performance Pearson Correlation .597** .057** .313** 1
Sig. (2-tailed) .041 .754 .036
N 34 34 34 34
**. Correlation is significant at the 0.05 level (2-tailed)

The result was statistically significant, strong positive relationship between socio-
demographic factor and employee performance r(32) = .597, p = .041. within Socio-
demographic explaining 34% of the variance in employee performance.

Since the Correlation is significant at the 0.05 level (2-tailed), the null hypothesis,
“There

is no significant relationship between Socio-demographic profiles and employee

performance” is rejected and an alternative hypothesis is framed.

H1: There is a significant relationship between the socio-demographic profiles and

employee performance.

41
 The result was no significant, weak positive relationship between employee
performance and motivational factor r (32) = .57, p= 0.754. within motivational factor
explaining 0.32% of the variance in employee performance.

Since the Correlation is significant at the 0.05 level (2-tailed), the null hypothesis,
“There is no significant relationship between motivation factors and employee
performance” is fail to reject and an alternative hypothesis is framed.

Ho: There is no significant relationship between motivation factors and employee

performance

The result was statistically signifanct, modarate positive rwlatioship between

intervening factor and employee performance r (32) =.313, p = .036. within intervening factor
expalaining 9.8 of the variance in employee performance.

Since the Correlation is significant at the 0.05 level (2-tailed), the null hypothesis,
“There is no significant relationship between intervening factors and employee
performance” is rejected and an alternative hypothesis is framed.

H1: There is a significant relationship between intervening factors and employee

performance.

42
 CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS
This chapter presents the summary of findings, conclusions, and recommendations
related to the effects of motivation on employee performance.

5.1 Summary of the Findings

The first objective of this study was to determine the effect of socio-demography on
employee performance ubaya binu ka’ab schools in Borama district, Somaliland. This
objective was achieved through testing the null hypothesis of no significant effect of socio-
demographic on employee performance. The correlation model obtained was (r(32) = .597, p
= .041). From the model, it was found out that socio-demographic factor have a significant
effect on employee performance . Therefore, the finding led to the acceptance of the
hypothesis of significant the effect of socio-demographic on employee performance in ubaya
binu ka’ab schools in Borama district, Somaliland. is rejected and an alternative hypothesis is
framed From the correlation model, socio-demographic accounted for 34% variance on
employee performance.

The second objective of this study was to determine the effect of Motivational factors
on employee performance in ubaya binu ka’ab schools in Borama district, Somaliland. This
objective was achieved through testing the null hypothesis of no significant or weak positive
effect of motivation on employee performance. The correlation model obtained was (r (32) =
.57, p= 0.754). From the model, it was found out that motivation had no significant or weak
positive effect on employee performance . Therefore, the finding is fail to reject and an
alternative hypothesis is framed.

Employee performance in ubaya binu ka’ab school in Borama District, Somaliland.

From the correlation model, motivation explained for 0.32% of the variance in employee
performance.

The third objective of this study was to determine the effect of intervening factor on
employee performance ubaya binu ka’ab schools in Borama district, Somaliland. This
objective was achieved through testing the null hypothesis of no significant effect of
intervening factors on employee performance. The correlation model obtained was (r (32)
=.313, p = .036. < α=.0.05). From the model, it was found out that intervening factors had a
significant effect on employee performance. Therefore, the finding led to the rejection of the

43
 null hypothesis of no significant effect of intervening factors on employee performance in
ubaya binu schools in Borama District, Somaliland. From the correlation model, within
intervening factor expalaining 9.8 of the variance in employee performance.

Therefore, the study established that

1. There is a significant relationship between the socio-demographic profiles and

employee performance in ubaya binu ka’ab. schools in Borama District, Somaliland.
as (r= .597, p = .041. > α=.05)

2. There is no significant relationship between motivation factors and employee

performance in ubaya binu ka’ab schools in Borama District, Somaliland. (r = .57, p=
0.754< α=.0.05).

3. There is a significant relationship between intervening factors and employee

performance in ubaya binu ka’ab .schools in Borama District, Somaliland. (r =.313, p
= .036 < α=.0.05).
Discussion of Findings
This section discusses the findings of the study as summarized in section 5.2 above. The first
objective of this study was to determine the effect of socio-demography factor on employee
performance.

Employee performance in ubaya binu ka’ab schools in Borama district, Somaliland. The
objective was achieved by testing the null hypothesis of no significant effect of socio-
demogrpahic on employee performance. The finding led s rejected and an alternative
hypothesis is framed.. This implies that socio-demographic factor have significant effect on
employee performance in ubaya binu ka’ab schools in Borama District, Somaliland. This
finding agrees with Godson Kwame Amegayibor (1991) who found that age and education have
an impact on employees’ performance. The findings also revealed that age and department
have an impact on employee absenteeism. Again the result shows that age, education, and
tenure respectively influences employees’

Palakurthi and Parks (2000) stated that socioeconomic variables of personnel, such as age,
educational degree, gender, marital status, and years of service, are capable of influencing
their various work performance aspects.

44
Akintayo (2010) asserts that highly skilled personnel are more engaged because of their
awareness of the organizational attitude towards those less qualified. The performance and
production of an organization was be fantastic if organizations use qualified personnel

The second objective of this study was to determine the effect motivation factor on employee
performance ubaya binu ka’ab secondary schools in Borama district, Somaliland. The objective
was met by testing the null hypothesis of no significant effect of motivational factors on
employee performance. The finding tis fail to reject and an alternative hypothesis is framed.

This implies that motivation factors has no significant effect on employee performance ubaya
binu ka’ab schools in Borama District, Somaliland. This agrees with Al-Doghan and Al-Bar
(2015) who found out that there is a weak positive relationship between motivational factors
and Employee performance Also Christopher (2014) in his study on teacher job satisfaction in
Nairobi found out that employee satisfaction level was based on their salary.

The third objective of this study was to determine the intervening factors on employee
performance in ubaya binu ka’ab schools in Borama district, Somaliland. The objective was
accomplished by testing the null hypothesis of no significant effect of intervening factor on
employee perfoanance. The finding led to the rejection of the null hypothesis test and accepted
the alternative hypothesis. This implies that intervening factors have a significant effect on
employee performance in ubaya binu ka’ab schools in Borama District, Somaliland. The
finding is in agreement with ramli (2008) and who found out that employee performance was
based upon their perception of administrative support, student behaviors, and autonomy at
work place.

Conclusion

The aim of the study was to investigate the effect of motivational on employee performance in
ubaya binu ka'ab schools in Borama District, Somaliland. Based on the results from the
correlation, the researcher concludes that Socio-demographic, motivation, and intervening
factors combined together, have a significant influence on employee performance.

Recommendations
General Recommendations

From the findings and conclusions drawn above, the researcher recommends that;

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Major bodies of private schools like ubaya binu ka’ab should start thinking of giving their
compensation like bonus to outperforming and overtime paid, employees and for extra work
done.

Head schools should give attention to their employee and their need like, job security over time
payment, yearly bonus, More so, management of private secondary should come up with
acceptable agreement that consist promotions like good status, salary increased over time,
allowance. An so on. .

Recommendation for Further Research

This study was based in ubaya binu ka;ab schools in Borama District, Somaliland. Thus, the
researcher recommends that the same study be carried out in other parts of Somaliland targeting
both public and private schools.

Also, the study focused on factors like socio-demographic, motivational and intervening
factors, but there are other factors that are important like, compensation, working conditions,
management/teaching relationship, environment, supervision, others that need to be
researched.

46
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 APPENDICES
APPENDIX A

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