MIDLANDS STATE UNIVERSITY

FACULTY OF SOCIAL SCIENCES

HUMAN RESOURCE MANAGEMENT DEPARTMENT

AN INVESTIGATION ON THE EFFECTS OF EMPLOYEE MOTIVATION ON

ORGANIZATIONAL PERFORMANCE. A CASE OF ZIMBABWE POWER

COMPANY.

BY

R187694A

SUBMITTED IN PARTIAL FULFILMENT OF A BSC HUMAN RESOURCE

MANAGEMENT HONOURS DEGREE

JUNE 2022
TURNITIN REPORT SUMMARY

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 ABSTRACT

The goal of the study is to identify the motivating elements that have an impact on
Zimbabwe Power Company employees' productivity and the consequences of those
factors on employee performance and overall productivity. Maslow's hierarchy of
needs, Herzberg's two component theory and Adams equity theory served as the
study's guiding principles. Data was obtained from eighty-two individuals, including
both management and non-management participants, using a mixed approach method
as the research approach and a sampling method as the research design. As research
instruments, a questionnaire and an interview schedule were used to collect data and
SPSS version 23 was utilized to analyze and present the study's findings in the form of
tables and cross tabulation. The replies' mean distribution, which was supported by
a.497 standard deviation and showed that 68 percent of the respondents grasped the
idea, provided evidence that people at ZPC Munyati have a thorough understanding
of motivation. The study also looked at how the lack of upward mobility in terms of
promotions demotivates workers as they work to improve themselves in line with their
work. The study established that there are ways to motivate employees, such as
service recognition and pay scale increases. Recommendations according to which
ZPC Munyati could broaden the incentive of its employees to include additional non-
monetary factors like service recognition awards or lengthy service were proffered.
The company should, in conclusion, increase employee involvement in decision-
making because this will allow workers to identify problems that need to be fixed and
facilitate discussions about the organization's goals. Once they experience a sense of
belonging to the business, employees will exert more effort to enhance their
performance for the betterment of the organization.

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Contents
TURNITIN REPORT SUMMARY............................................................................................i

ABSTRACT...............................................................................................................................ii

DEFINITION OF KEY TERMS..............................................................................................iii

ACRONYMS............................................................................................................................iv

CHAPTER 1: INTRODUCTION AND BACKGROUND OF STUDY...................................1

1.1 Introduction..........................................................................................................................1

1.2 Background of the Study......................................................................................................2

1.3 Problem Statement...............................................................................................................4

1.4 Research objectives..............................................................................................................5

1.5 Research Questions..............................................................................................................5

1.6 Significance of the study......................................................................................................6

1.7 Limitations of the study.......................................................................................................7

1.8 Delimitations........................................................................................................................7

1.9 Organization of Chapters.....................................................................................................7

1.10 Chapter Summary...............................................................................................................8

2.1 Introduction..........................................................................................................................9

2.2 Employee motivation...........................................................................................................9

2.3 Organisational Performance...............................................................................................10

2.4 Factors affecting employee motivation..............................................................................11

2.5 Strategies to improve employee motivation.......................................................................12

2.5.1Training............................................................................................................................12

2.5.2 Worker Benefits, Reward, and Compensation................................................................12

2.5.3 Job security......................................................................................................................13

2.5.4 Relationship with higher management............................................................................13

2.5.5 Working Environment.....................................................................................................14

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2.6 Challenges of employee motivation...................................................................................14

2.7Theories informing study....................................................................................................14

2.7. 1 Maslow’s hierarchy of needs.........................................................................................15

Fig 2.1 Maslow’s hierarchy of needs...............................................................................15

2.7.2 Herzberg’s two factor theory..........................................................................................16

2.7.3Adams equity theory........................................................................................................16

2.8 Chapter Summary...............................................................................................................17

CHAPTER 3: RESEARCH METHODOLOGY.....................................................................18

3.1. Introduction.......................................................................................................................18

3.2. Research approach............................................................................................................18

3.3. Research design.................................................................................................................18

3.4. Sampling...........................................................................................................................19

3.4.1 Sampling Frame..............................................................................................................19

3.4.2 Sample size......................................................................................................................19

Table 1: Showing sample frame and size.........................................................................19

3.4.3. Sampling method...........................................................................................................19

3.5. Data collection methods....................................................................................................20

3.5.1 Research Instruments......................................................................................................20

Questionnaire........................................................................................................................20

3.6. Data analysis method........................................................................................................20

3.7 Validity and Reliability......................................................................................................21

3.7.1 Pre-test.......................................................................................................................21

3.7.2 Reliability..................................................................................................................21

3.7.3 Validity......................................................................................................................21

3.8. Ethical considerations.......................................................................................................21

3.9. Chapter summary..............................................................................................................22

CHAPTER 4: RESEARCH FINDINGS AND DISCUSSIONS.............................................23

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4.1 Introduction........................................................................................................................23

4.2 Respondent Demographics.................................................................................................23

4.2.1 Response rate..................................................................................................................23

Table 4.1: Response rate..................................................................................................23

4.2.2 Demographic summary...................................................................................................24

Table 4.2: Demographic characteristics of respondents..................................................24

4.2.2.1 Gender of respondents..................................................................................................24

4.2.2.2 Age of respondents.......................................................................................................24

4.2.2.3 Academic qualifications...............................................................................................25

4.2.2.4 Length of service and promotions................................................................................25

Table 4.3: Correlation between length in service and promotions...................................25

4.3 Knowledge and practices of employee motivation at ZPC Munyati.................................25

Table 4.4: Ranking of knowledge and practices of employee motivation.......................26

4.4 Effects of employee motivation on organizational performance.......................................26

Table 4.5 Effects of employee motivation on organizational performance.....................26

4.5 Factors affecting employee motivation at ZPC Munyati...............................................29

Table 4.6: Factors affecting employee motivation...........................................................29

4.6 Strategies to improve employee motivation...................................................................30

4.6.1 Shift in organizational communication culture...............................................................30

4.6.2 Reward system................................................................................................................31

4.7 Discussion of research........................................................................................................32

4.7.1 Response rate..................................................................................................................32

4.7.2 Demographics.................................................................................................................32

4.7.1.1 Gender..........................................................................................................................32

4.7.2.2 Age of respondents.......................................................................................................33

4.7.2.3 Academic qualifications and length of service............................................................33

4.7.3 Concept of motivation.....................................................................................................34

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4.7.4 Performance Management..............................................................................................34

4.7.5 Effects of employee motivation......................................................................................34

4.7.5.1 Negative effects............................................................................................................35

4.8 Chapter Summary...............................................................................................................35

CHAPTER 5: SUMMARY OF STUDY FINDINGS, RECOMMENDATIONS AND

CONCLUSION........................................................................................................................35

5.1 Introduction........................................................................................................................36

5.2 Summary of findings..........................................................................................................36

5.2.1 Summary of findings on response rate............................................................................36

5.2.2 Summary of findings on demographic Information........................................................36

5.2.2.1 Gender of respondents..................................................................................................36

5.3 Summary of findings on knowledge and practices of employee motivation at ZPC

Munyati....................................................................................................................................37

5.4 Summary of findings on the effects of employee motivation on performance..................37

5.5 Summary of findings on factors affecting employee motivation at ZPC Munyati........38

5.6 Summary of findings on strategies to improve employee motivation...............................38

5.7 Conclusions........................................................................................................................38

5.8 Recommendations..............................................................................................................39

APPENDIX I: RESEARCH QUESTIONNAIRE...............................................................44

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DEFINITION OF KEY TERMS

Employee Motivation - Refers to internal factors that impel action and to external factors
that can act as inducements to action ( Mikkelsen 2017).

Organisation- is a voluntary association of productive assets, including human, physical,

and capital resources, for the purpose of achieving a shared purpose (Barney 2018).

Organizational Performance- is the actual results or output of an organization as measured

against that organization’s intended outputs Tomal and Jones (2015).

Performance Management- it is a process that allows employees to execute their duties and
responsibilities on their best interest, abilities with a focus of accomplishing set standards and
targets that have direct link with organizational goals (Drucker 2016).

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 ACRONYMS

ZESA……………………………………………Zimbabwe Electricity Supply Authority

ZPC………………………………………………Zimbabwe Power Company

SPSS…………………………………………….Statistical Package for Social Sciences

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CHAPTER 1: INTRODUCTION AND BACKGROUND OF STUDY

1.1 Introduction

The heightened competition between and among organizations in the corporate world has
made employee motivation a hot and topical phenomenon in the world of work. Research
have revealed that, among all factors of production, human resources (well-motivated) have
been considered paramount in the attainment of sustainable competitive advantage. This
could be substantiated by Nabi et al (2017) who posited that well motivated employees are a
prerequisite for the achievement or attainment of organizational goals. This was also
supported by Ganta, (2014) who was of the view that employee motivation is very critical in
driving the organization towards the achievement of the set targets and goals. A 2014 study
conducted by Sibanda et al reviewed that poorly motivated employees affect all
organizational efforts and initiatives in place aiming at sustaining the ongoing concern of the
organization. It is within this confine that the performance of employees would be dependent
on the extent to which the employees are motivated.

According to Aruma & Hanachor, (2017) motivation of employees is associated with

employee productivity as well as the performance of a business. Employee performance can
be conceptualized as an outcome of the combination of individual ability and motivation
(Malik and Basharat, 2013). In a similar vein, Aruma and Hanachor (2017) described
employee motivation as a collection of internal and external forces that trigger work-related
behavior and dictate its form, direction, intensity, and length The notion behind employee
motivation in regards to organizational performance was pointed by Mahamad & Saad,
(2018) who were of the view that among other factors, the human resources constitute most
influential aspect on organizational performance hence the need for arousing them. This
chapter seeks to discover the effects of employee motivation on organizational performance.
The chapter would focus on introspecting the relationship that exist between employee
motivation as well as organizational performance. Particular attention would be directed on
the background of the study which helps to give an overview of the aspect understudy,
problem statement (which point to the reason why the researcher intended to carry out the
research). The chapter will also provide objectives, research questions, importance of the
research, assumptions, limitations as well as the limitations of the study.

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1.2 Background of the Study

Employee motivation is a crucial component of organizational operations anywhere in the

world.. The concept and practices towards motivation of employees across the globe has
considerably become prominent and gained consistent attention from human resources
specialists. A study conducted by Nguyen (2017), revealed that today’s corporate
environment is characterized with high level of competition which forces organizations to
focus on creating internal value that would be appealing to the external discourse. This could
be supported by a study conducted by Otiende and Makokha (2020) who provided that the
major focus of any organization is on sustaining corporate success despite operation in a
volatile and highly competitive environment. According to Armstrong (2006) quoted by
Sibanda et al (2014), employees are the greatest assets of the organization which enable
sustainable competitive advantage. In other words, the success or failure of organization
largely depends on how well the employees are motivated or not. Employee motivation
entails arousal, direction as well as persistence behavior directed towards achievement of set
targets (Shanks, 2012 quoted by Otiende and Makokha, 2020)

Several studies have revealed that high organizational is an output of a well-motivated

workforce. According to a study by Jung and Yoon (2016), they believed that an
organization's performance is positively correlated with compliance with its motivational
standards. Ritz et al. (2016) made the case that, even if an organization has competent
management and a clear mission, if it neglects its employees, it will be in a state of virtual
disarray. He further indicated that motivation acts as a prerequisite of positive employee
behavior and performance which conspicuously contributes towards organisational
effectiveness.

On global level, the influence of employee motivation on organisational performance has

become a common or worldwide phenomenon. In Germany, a study conducted by Klauser
(2016) posited that there are a number of activities that have been devised by the employer in
a bid to motivate the employees for sustaining organisational effectiveness. The study further
revealed that employees in the public sector exhibited the relevance of motivation towards
attainment of organisational goals. The aspect of employee motivation was also coined in
Turkey where Tucle (2016) indicated that motivation of employees through training and
development in the banking sector in Kayseri has positively influenced the behavior of
employees which consequently contributed in the increase on organizational performance.

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A study conducted in China can also be used to indicate that employee motivation is a major
priority of the management towards achieving long term and short-term goals of the
organization. A study conducted by Bao and Nizam (2015) on manufacturing company in
China revealed that employee motivation through training and development, delegation of
authority, justifiable reward management as well as recognition among other has positively
influenced the performance of employees which in turn positively influence organizational
performance.

Regionally, studies on the aspect of employee motivation on organizational performance have

been widely researched and discussed. In Nigeria, employee motivation has been a focus of
many organizations which thrives to attain competitive advantage. According to Chukwudi,
Odogwu, and Adedehinbo (2017) Nigerian industries have focused on employee motivation
which has become the major priority of top management. The results of a 2018 Nigerian
study on the impact of employee motivation on organizational performance revealed that
Delta State Broadcasting Service employees' motivation showed a positive correlation
between employee motivation and employee productivity, which in turn led to an increase in
organizational productivity. (Ojogbo, Ofili, and Anthony, 2018). The same was also justified
in the research conducted on Cadbury Nigeria Plc where the findings of the research
indicated that effective employee motivation established in Cadbury Nigeria Plc motivated
the employees which consequently contributed to positive organizational performance
(Oluwamayowa, Olubukola, & Adeolu, 2019).

The same pattern was also observed in Malesia, where Ghaffari et al. (2017) performed
research to assess the relationship between organizational success and employee motivation.
The findings of the research revealed that a comprehensive plan and programs put in place to
stimulate (motivational aspect) the performance of employees has a positive impact on the
performance of the organization at large (Ghaffari et al 2017). The same was noted on the
study conducted by Mohammed (2016) in Bangladesh at Ramchandrapur High School. It was
noted that employee motivation through attractive reward management (extrinsic motivation)
as well as job security, career advancement, recognition among others (intrinsic motivation)
have a positive impact on the performance of employee in organization which in turn
positively influenced the performance of the organization.

A similar study conducted by Masud and Veronica (2015) on the performance of financial
sector in Ghana indicated that motivation of employees plays a crucial part on the

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effectiveness of the organization. The findings of the research revealed that motivation
improves employees’ efficiency as well as employee satisfaction which enhance them to go
an extra mile in executing their tasks thereby positively contributing to effective performance
of organizations. Close to home, a study was conducted in South Africa where motivation of
employees through improved workplace conditions as well as attractive reward management
were believed to be paramount on the performance of employees which in turn contribute to
effective performance of the organization.

At National level, organisations in Zimbabwe have also focused on motivating the employees
as a way of improving organisational performance. According to a study by Sibanda et al.
(2014), National Railway personnel who lacked motivation underperformed expectations
since there were no incentives and no better working conditions. A study conducted by
Tsvangirai & Chinyamurindi (2019) within Zimbabwe Revenue Authority revealed that
employee disengagement and employee demotivation has a detrimental effect on the
performance of employees and this basically affects the performance of the organisation.
They further indicated that motivation of employees is the key to the success of every
organisation (Tsvangirai & Chinyamurindi, 2019). According to Ncube (2016), employees’
innovation and creative of Econet wireless employees is linked to reward management which
is appealing to most of the employees.

ZESA Holdings is no exception to the need of employee motivation which is a prerequisite of

organizational effectiveness. Zimbabwe Power Company, a fully owned subsidiary, is owned
by a collection of businesses. Currently, ZPC runs one hydroelectric facility in Kariba South,
four coal-fired power plants in Hwange, Bulawayo, Munyati, and Harare. Employee
motivation has been accepted and embraced by the business, but employee performance
appears to have suffered as evidenced by a report that the researcher was able to access and
which indicated that service delivery has been compromised. This attracted the researcher’s
attention to demystifying the effects of employee motivation on organizational performance.

1.3 Problem Statement

Employee motivation has widely accepted as one of the core pillars of organizational
effectiveness. This could be substantiated through a study conducted by Hemakumura, (2020)
who was of the view that employee motivation enables the organization to achieve its long
term and short-term goals. This is in line with Susilo (2020) who provided that demotivated
employees prevent the organization from realizing its full performance capabilities. ZPC is

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one of the companies which seems to be suffering in relation to provision of services to the
public which could be attributed to poor employee motivation. A 2021 ZPC Annual Report
revealed that the company is affected by poor employee motivation and performance which
results in late attendance to faults leading to supply power challenges. The report also
indicated that sabotage by some employees resulted some areas experience power shortage.
This according to the report, has a detrimental effect on the consumers of the services as it
results in the power supply challenges for the end users (ZPC Annual Report, 2021). The
report also revealed that poor performance of the employees because of poor motivation has
resulted in the increase revenue leakage for the organization which also results in decrease in
employee wages (ZPC Annual Report, 2021). It is within the confines of the above stated
facts wherein the researcher sought to study and contribute on solution finding to how
employee motivation influences organizational performance at Zimbabwe Power Company.
With this in mind, the researcher is focused on demystifying the effects of employee
motivation on organizational performance.

1.4 Research objectives

Main Objective

To evaluate the effects of employee motivation on organizational performance at Zimbabwe

Power Company

Specific Objective

1. To understand the concept of employee motivation in relation to organizational

performance at ZPC Munyati
2. To determine the effects of employee motivation on organizational performance
ZPC Munyati
3. To determine the factors which affects employee motivation on the performance
of the organization at ZPC Munyati
4. To determine strategies that can be adopted to improve employee motivation to
increase the performance of the organization ZPC Munyati

1.5 Research Questions

The researcher sought to establish, determine and evaluate the effects employee motivation
on organizational performance by answering the following questions:

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 1. What do you understand on the concept of employee motivation in relation to
organizational performance at ZPC Munyati?
2. What are the effects of employee motivation on organizational performance at ZPC
Munyati?
3. What are the factors which affects employee motivation on the performance of the
organization ZPC Munyati?
4. What are the strategies that can be adopted to improve employee motivation to
improve the performance of the organization ZPC Munyati?

1.6 Significance of the study

The study is of importance to different stakeholders and the results or findings of the research
will give an insight on the influence of employee motivation on the performance of the
organization. The findings of the research will also be incorporated into the body of
knowledge as well as recommend motivation strategies the Energy Sector of Zimbabwe can
adopt to positively influence performance. The following stakeholders will benefit from the
research:

To the Researcher

Among the stakeholders that are intended to benefit from the study, the researcher stood to
benefit through interaction with the practical situation during the research process.
Intellectually the researcher will benefit through appreciating the works of other proponents
in the related arena.

To the Energy Sector and ZPC

The researcher sought to provide the solutions and recommendation on the influence of
employee motivation with regards to the performance of the organization. ZPC as well as the
Energy sector at large would benefit from this study as new and fresh solution and
recommendation will be availed to them with which they can implement to improve
organizational and sector operations.

To the future researcher

The study will also act as an eye opener to future researcher and enable improvement in
conducting related research. The findings of the research will raise the awareness on the need
to motivate the employees in order to improve the performance of organizations.

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1.7 Limitations of the study

According to Simon (2011) study limitations can be conceptualized as the potential

weaknesses or limiting factors in one`s study that sometimes may be in or out of the
researcher`s control. The researcher anticipates the following limitations:

 Cost restrictions - the researcher anticipated facing financial constraints, thus she
urged conducting face-to-face interviews rather than distributing questionnaires
during a single research visit.

 Organizational restrictions - the researcher must first obtain the organization's

agreement before beginning a study and provide assurances that the data will only be
utilized for academic purposes.

 The researcher will first obtain informed consent from the participants and will also
share notes on the rights of the employee as far as the research is concerned. The
respondents' mistrust and fear of disclosing information. Additionally, ensure that the
researcher's primary ethical concern is maintaining secrecy.

1.8 Delimitations

According to Leedy (2010) delimitations can be conceptualized as the characteristics that

limit the scope and define the boundaries of your study. In relation to geographical
delimitation, the research will focus on Zimbabwe Electricity Supply Authority (ZESA)
specifically ZPC Munyati. The research will focus on demystifying the effects of employee
motivation on the performance of the organization within the confines delimitated above.

1.9 Organization of Chapters

The research study consists of five (5) chapters from chapter 1 to chapter 5:

Chapter 1

This chapter specifically focus on providing the introductory phase of the research study
wherein the background of study (providing an appreciation of employee performance in the
wider society and its influence on the performance of employees), research problem (which is
the prime reason for conducting the research study with the intention of bridging the gap or
providing solution to the problem), research objectives as well as research question. The
chapter also provides significance of the study, limitations as well as delimitations.

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Chapter 2

The chapter focus on reviewing the literature where the works of other proponents will be
reviewed (scholarly view in relation to the study at hand). This helps the research to show the
basis of the study as well as identifying the research gap. The chapter covers the theoretical
framework, as well as the conceptual framework. Chapter. The chapter would be guided by
the research objectives provided in chapter one.

Chapter 3

The chapter provides the methodologies that the researcher will use for data collection,
presentation as well as analysis. The chapter includes a chapter summary, the study
methodology, research design, sample procedure, data collection procedures, and data
analysis method.

Chapter 4

The chapter focus on data presentation and analysis. After collecting the data from the
participants, the researcher will present the data guided by the objectives provided in chapter
1. The chapter also focus on data analysis where the thematic analysis would be used to
analyses data collected.

Chapter 5

This chapter provides summary of findings, as well as recommendations for the study.

1.10 Chapter Summary

The chapter provided an introductory phase for the research where the background of the
research, problem statement, research objectives, questions, significance of the study,
limitations as well as delimitations were the primary focus of the chapter. The following
chapter will be focusing on reviewing the literature.

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CHAPTER 2: LITERATURE REVIEW

2.1 Introduction

This second chapter presents a comprehensive review and discussion of theoretical

propositions and empirical research findings related to the topic under study. This chapter
critically scrutinizes a variety of articles and literature related to the study.

2.2 Employee motivation

According to Mikkelsen et al. (2017), the motivation idea refers to both internal and external
influences that could serve as inducements to action. They went on to say that the three
actions influenced by motivation are direction, intensity, and duration. Understanding diverse
employees' motivational styles can therefore aid in explaining and forecasting the affective,
cognitive, and behavioral patterns that each employee exhibits (Hsiung & Tsai, 2017).
According to Kanfer et al. (2017), motivation includes certain frequent phrases like
objectives, rewards, requirements, aims, wishes, wants, or desires. The inner power that
propels people to achieve organizational and personal goals is known as motivation,
according to Cameron and Green (2019). Work motivation has thus been defined as the
mechanism that supports the beginning and maintenance of performance that is goal-directed
(Larsson et al., 2018).
According to Cameron and Green (2019), motivation can have an impact on how people
develop their skills and abilities. Therefore, motivation will encourage a focus on oneself
rather than on the work through mastery and performance goals (Durodolu, 2016). According
to Breaugh et al(2018) .'s study, there are two types of employee motivation. Extrinsic
motivation is the first type, and intrinsic motivation is the second. Extrinsically motivated
individuals are those that have no interest in performing odd jobs of any type and only get
ready in order to receive additional incentives like pay or benefits or promotion, some
compliments and gratitude (Larsson et al., 2018). People who are intrinsically motivated, also
known as self-motivated individuals, on the other hand, do not require more praise, money, or
other benefits in order to accomplish their jobs well. They really take pleasure in performing
difficult tasks and successfully meet their objectives (Jacoby, 2018). According to (Vanek,
2017), the intrinsic kind of motivation is the best since it has strong and long-lasting effects
on employees, but because it is innate in all people, management cannot impose it on
workers. Individual histories have an effect on people's intentions to leave their professions,

9
according to a (2016) study by Froese et al. The motivation might help to reduce staff
turnover.

2.3 Organisational Performance

The foundation of the notion of organizational performance is the notion that an organization
is the voluntarily association of productive assets, such as human, physical, and capital
resources, for the purpose of achieving a common goal (Barney, 2018; Jensen & Meckling,
1976; Simon, 1976). The assets will only be given to the organization if the people who are
giving them are happy with the value they are getting in return compared to other uses for the
assets. The generation of value is therefore the fundamental component of performance. The
assets will continue to be made available to the organization and the organization will
continue to benefit from their use as long as the value achieved by using the contributed
assets is equal to or greater than the value expected by individuals contributing the assets.
The organization will continue to have access to the assets, and the organization will still
exist. Value creation, as defined by the resource supplier, is therefore the primary criterion
for overall performance for every firm. The performance of a corporation in comparison to its
goals and objectives is discussed by Cho and Dansereau (2010). Additionally, according to
Tomal and Jones (2015), organizational performance is the difference between an
organization's actual outcomes and its anticipated outcomes. Employee performance can be
characterized, in part, as a function of leadership because the efficiency of each individual
employee determines the efficacy of the organization (Mastrangelo et al., 2014). In particular,
managing the variables that affect employee performance is possible. These elements contain
a variety of elements.

Employers may not, however, have the ability to influence every one of these factors. For
instance, it is frequently impossible to change an employee's age, seniority, or personal
objectives (Cho and Dansereau, 2010). However, a corporation seeking improved
organizational performance efficiency must examine and control some elements. Leadership
competencies are one of the primary elements that affect organizational performance. The
main elements that affect organizational performance are employee performance and
leadership qualities. Mastrangelo et al. (2014) assert that effective leaders have an impact on
their following. By providing a supportive atmosphere that affects employees' behaviors,
attitudes, and motivations, organizational leaders play a crucial role in the accomplishment of
organizational goals and objectives. However, as Babcock-Roberson and Strickland (2010)

10
noted, effective leadership encourages staff to involve themselves and improve performance
outcomes. According to these scholars, organizational effectiveness is determined by
leadership ability. Employee performance is a major aspect that influences organizational
performance improvement

2.4 Factors affecting employee motivation

Motivation is a combination of an urgent need or necessity, the incentive or payoff value of a

target, and the individual's or their peers' opinions (Bassous, 2015; Fehrler & Kosfeld, 2014;
Van den Bosch & Taris, 2018). These are explanations for why someone could behave in a
particular manner (J. C. Ryan, 2017). Dörnyei and Ushioda (2002) define motivation as the
internal and external factors that amplify an individual's desire and energy to keep engaging
in, being committed to, or pursuing an activity or a subject. Most workers need inspiration to
feel well and give their best effort (Colaco & Loi, 2019; Ganta, 2014). Some people are
driven by money, while others are driven by recognition and rewards (Korzynski, 2013;
Rizwan et al., 2014). Motivation at work has a direct impact on employee productivity
(Christ et al., 2012; Mukuru, 2013). Employees who are inspired and motivated to work hard
achieve better levels of output (Asim, 2013; Rahimi et al., 2012). Rewards that promote
productive work increase employee motivation (Maseko, 2020; Subari & Riady, 2015).
Employers use a number of bonuses to increase output (Idowu, 2017; Khan et al., 2018).
Among the many methods that firms can reward their personnel are payoff days, salaries,
cash, and travel benefits (Mensah & Tawiah, 2016; Yousaf et al., 2014). Employers who
offer incentives encourage staff to pursue goals by giving them advantages beyond a regular
payment (Omollo, 2015; Sudiardhita et al., 2018).
Many workers want their superiors to recognize their good work (Ahammad et al., 2015).
Programs that reward performance excellence and executive compensation plans (Mansaray,
2019). Recognizing excellence in performance motivates workers to keep up their excellent
work (Paais & Pattiruhu, 2020). Employers recognize staff members' achievements and
solicit comments on their long-term development (Robescu & Iancu, 2016). Public
recognition also increases employee productivity (Sandhu et al., 2017). According to a
number of researchers in the twenty-first century, successful managers gather with their team
in the lobby to collaborate (Said et al., 2015). However, enterprises are still in their infancy in
the twenty-first century. Mobile devices, internet-connected entresols, and other advanced
collaborative technologies have replaced hallways (Pancasila et al., 2020). One would think

11
that leaders nowadays need to modify in order to motivate and encourage teamwork (Tutar,
2011).

2.5 Strategies to improve employee motivation

2.5.1Training

To rapidly and efficiently achieve the organization's goals, a company administration needs
to train its staff (Tabassi & Bakar, 2009). According to Roberts et al. (2018), training is
advantageous for employees because it keeps them informed about the dynamics and
environment of competitive globalization as they change (Asim, 2013), helps to relieve
tension and stress brought on by a heavy workload and demanding jobs (Picchio & Ours,
2013), develops expertise in the effective management of work, etc (Setti et al., 2015).
Employees who don't feel they can perform as well as they should are either quitting their
jobs or aren't as productive as they could be (Tabassi et al., 2012). The greater the gap
between an employee's possessions and wants, the more frustrated they become at work
(Wilkins 2014). Although training and job satisfaction are not directly related, Fouarge et al.
(2013) suggest that training may be a key tool for achieving this (Fouarge et al., 2013).
Similarly, Costen & Salazar (2011) claim that workers who have received training better
meet their needs and expectations (Costen & Salazar, 2011). According to Newman (2011),
staff members who are committed to training and learning report being happy at work, which
improves their performance (Newman et al., 2011).

2.5.2 Worker Benefits, Reward, and Compensation

A general definition of a reward is something that an employer is prepared to offer to an

employee in appreciation of their contributions and that employee can value (Cho & Perry,
2012). Lack of incentives breeds a negative environment that deters employees from working
hard and may even tempt them to quit their jobs (Franco et al., 2004). Incentives are
becoming more and more important for these goals (Arokiasamy et al., 2013). Recruitment
and retention of employees, inspiring workers to achieve high levels of success, and evoking
and enhancing the desired behavior of the workforce are the main objectives of incentives
(Bassous, 2015). Depending on the position or role, there are a variety of ways to (motivate)
reward employees (Hotchkiss et al., 2015). The motivation of employee behaviours to
business productivity and efficacy is the principle underlying rewarding (Kvaly et al., 2015).
Rewards encourage desirable behavior as a result (Aamir et al., 2012). Benefits, recognition,

12
and salary are the primary factors that influence employee motivation (Carolyne et al., 2015).
Well-paid employees, according to Markova & Ford (2011), demonstrate their strategic
benefit when they meet their goals by advancing their company (Markova & Ford, 2011).

2.5.3 Job security

Today, job security is seen as an essential employee right that ensures the employee's family
won't lose their source of income and that the person may continue to live an honorable life.
Employees take into account the state of job security at the start of their employment in order
to feel optimistic about the future. Today, unemployment is a major concern for almost every
country (Daneshkohan et al., 2015). Job security is a crucial component of employee
motivation, particularly during economic downturns. Employees believe that being motivated
is essential in order to avoid losing their jobs or remaining with the same company (Gottert et
al., 2021). Therefore, one of the most important factors in employee happiness is the
employee's general attitude about their position (Taylor & Westover, 2011). A key factor in
employee motivation is their conviction that they won't lose their jobs and will remain with
the same company for however long they choose. Therefore, job security is one of the most
important factors affecting employee happiness since it reflects the employee's overall
attitude toward his or her employment (Bakan and Büyükbeşe, 2020).

2.5.4 Relationship with higher management

Improved employee motivation might result from a successful cooperation with top
management (Gillet et al., 2013). Employee trust is influenced by their relationship with their
superiors more so than by their management style (Gopal et al., 2014). Additionally, leaders
are crucial to the productivity of their team members (Naile & Selesho, 2014). A basic issue
in organizational management is how to improve communication and cooperation between
superiors and deputies, which has a big impact on employee motivation (Antelo et al., 2010;
Caillier, 2014). According to Martn and Llusar (2018), leadership effectiveness may have a
bigger impact on employee engagement. Social interaction is a theory that encourages leaders
to exhibit or manifest high-quality leadership with a high level of employee involvement
(Platis et al., 2015; Tumilaar, 2015). However, leadership typically describes the relationship
between the leader and the supporter. Management is interpreted differently by different
specialists (Caillier, 2014). Depending on people's willingness to assist others, leadership is
an action or an art that motivates them to accomplish desired goals (Razak et al., 2018).

13
Therefore, ties between leaders or higher-level management and employees motivate workers
to achieve working efficiency (Risambessy et al., 2012)

2.5.5 Working Environment

Relationships between coworkers and the workplace Most people feel that a positive work
environment inspires employees to perform better (Raziq & Maulabakhsh, 2015). Physical
and behavioral components might be used to portray the workplace (Ackah, 2014; Sageer,
2012). These components can also be divided into numerous distinct variables (Raziq &
Maulabakhsh, 2015). Employee behavior is impacted by the organizational architecture and
structure as well as the physical environment (Chiang & Hsieh, 2012). According to
Nahrgang et al. (2011), workplace safety concerns may cause an increase in employee
productivity of 5–10% with improved physical architecture.

2.6 Challenges of employee motivation

Due to the evolving workforce, one of the primary motivators is a hard job. The employees
join the company with a range of requirements and expectations. Different personnel have
various backgrounds, perspectives, attitudes, and ideologies. Organizations are not clear on
the many strategies for motivating their diverse staff since they are not aware of the variety in
their workforce (Syafii et al., 2015). The motivations of an employee cannot be seen; they
can only be assumed. Consider a situation when two team members perform differently
despite sharing the same age group, the same educational background, and the same amount
of job experience (Daneshkohan et al., 2015). Because different employees may not find the
same things stimulating. A manager's ability to inspire his staff members is also hampered by
the demanding nature of needs. This is due to the fact that an employee's needs and
expectations can change over time. These demands and expectations are always shifting and
may conflict with one another. For instance, employees who stay later at work to satisfy their
need for accomplishment may find that their longer hours conflict with their need for social
connection and attachment. Hotchkiss and others (2015)

2.7Theories informing study

According to Malik et al. (2011), there are several theories of motivation, including the
equity theory, the Herzberg two-factor theory, and Maslow's hierarchy of needs. According to
certain motivational theories, rewards are the most important aspect in inspiring employees,
and personal goals and wants always come first. Additionally, Kiruja and Mukuru (2013)

14
reinforce the idea that these theories pinpoint specific problems that drive employee
motivation and adapt to changing needs.

2.7. 1 Maslow’s hierarchy of needs

Fig 2.1 Maslow’s hierarchy of needs

In 1954, Maslow proposed that each employee experiences five distinct types of needs
throughout their working lives, including physiologic, safety, social, esteem, and self-
actualization requirements. As seen in the diagram above, these needs are arranged in a
hierarchy, with the lower levels valuing the needs as being of greater importance than the
higher ones. These requirements are systematically met, in accordance with Maslow, to pave
the way for individuals to excel in their day-to-day work performance. Maslow's theory of
motivation is appropriate for this study since it allows for a theoretical appreciation of
employee motivational tactics. However, one need doesn't always have to be met before
another one arises. People differ from one another, which implies that even if they work for
the same business, their priorities and motivations will vary. Additionally, Chintalloo and

15
Mahadeo (2013) claimed that when workers' needs are met, they become creative and
productive. Insofar as the motivational demands of the employees are satisfied at each level
of the hierarchy, the theory informs the current investigation. They grow more in line with
the company's goals and perceive the accomplishment of those goals as their own. As a
result, the organization's performance improves.

2.7.2 Herzberg’s two factor theory

The two component hypothesis was first proposed by Herzberg. Motivational factors improve
job satisfaction, while hygiene-related factors raise job discontent. There are features of
employment that promote satisfaction while there are other aspects of working that prevent
unhappiness. Herzberg claims that "No satisfaction" and "No dissatisfaction" are the
opposites of "Satisfaction" and "Dissatisfaction," respectively. According to Herzerg,
workers are not pleased when hygiene factors (i.e., job security, salary, acceptable working
environment, and excellent connections) are absent. Hodson (2001) claimed that Herzberg's
hygiene features are necessary to keep employees from being dissatisfied but do not always
serve as motivating reasons for them. Herzberg's theory demonstrates the strong correlation
between employee performance and motivation because it demonstrates how performance-
related factors like success, growth, and development have an impact on motivation. Based
on these two variables, the study aims to demonstrate that ZPC Munyati's performance is a
direct result of the employees' sense of motivation from the company's management.

2.7.3Adams equity theory

According to Adam's equity theory, individuals participate in social evaluation by comparing

their own performance and compensation to that of connected parties. As a result, they are
implicated in social assessment. According to this theory, workers must be valued equally
based on their performance. According to Robbins (2005), employees are driven to strike a
balance between their inputs and their rewards because they believe that their compensation
should reflect the equality of the firm. Adam's equity theory identified two sorts of inequality:
"under-reward" and "over-reward."Under-reward occurs when an employee feels that he or
she either exerts more effort than the other but receives a similar salary, or exerts the same
amount of effort as the other but receives a lower salary. For instance, if a person puts in
more hours than a coworker while receiving comparable pay, the worker will perceive this as
unfairness. According to the equity hypothesis, employees are driven to reduce unfairness
based on the emotional threshold they have set for themselves. They can endeavor to reduce

16
unfairness in a variety of ways, for example, by altering their determination to fit the
threshold they have set. An underpaid employee is more inclined to exert less effort.

According to Edward (1999), in order for a worker to feel secure, their outputs and inputs
should be in balance. Decisions should also be made using every available tool to avoid
ethical dilemmas by ensuring that rewards are distributed evenly based on performance.
Given the results of the study, it is important to determine whether ZPC Munyati's success is
attributable to the equity in its compensation policy. In the sense that employee rewards serve
as a barometer for the performance of the business.

2.8 Chapter Summary

Employee motivation, which is regarded in this study as the independent variable

determining the organizational performance of ZPC Munyati, was defined by the literature
review. The chapter continues by describing in greater detail the various motivational
techniques that businesses adopt to inspire their staff to work harder for the benefit of the
business. Training, rewards, management, job stability, and relationships with management
were some of the topics covered. The chapter then discussed the theories that underlie the
study. These theories included the two factor theory, which emphasizes the connection
between motivation and performance, and Maslow's hierarchy of needs, which the study
adopts with the idea that as motivational levels rise, employee satisfaction also rises. The
study's conclusion includes a discussion of the equity theory, which was used to determine
whether the amount of motivation provided by the company to employees is in line with the
benefits they receive and whether this has any impact on the organization's performance.

17
CHAPTER 3: RESEARCH METHODOLOGY

3.1. Introduction

The chapter aims to highlight the manner in the research sought to meet the research
objectives and answer the research questions as brought up by the research. The chapter will
include the research design, population and sampling procedures, research instruments, data
collection and administration the chapter will come to a close with a discussion of the data
presentation and analysis as well as the ethical considerations that will inform the research.

3.2. Research approach

This is a framework and plan design for research that includes in total the assumptions all the
way to the data collection methods its analysis and deciphering (Creswell 2003). For purpose
of this study the mixed methods approach will be used. This approach is based on the fact
that as people we develop personalized meaning to our own experiences. The approach is
defined by Cresswell (2003) as a methodology of exploration and appreciation and
interpretation that a person or group attaches to a social problem. The approach is best suited
for aligning and managing of outcomes all the while maintaining the context and dearth of
the phenomena. Denzin and Lincoln (1994) opine that this approach is multifaceted as it
incorporates an interpretive as well as realistic attack on the topic of study. This approach is
imbued with narrations of participants, their percepts, and experience in addition to their
feelings. It is also seized with the need to produce deductive meanings of the actions within
the environment of study, hence the reason for its adoption for this particular study

3.3. Research design

As Green (2006) noted, a research design is a specification of approaches and techniques for
obtaining data required. Agreeing to Kumar (2006), research design is a technical design that
can be implemented by the researcher to responds questions objectively, reliably,
economically and precisely. According to Brown (2006) research design as a strategy or
general arrangement of the study designed for delivering responses to the research problems.
It comprises the entire procedure starting with the creation of theory to their consequences on
the concluding analysis of data. Research design types includes comparative, descriptive,
explanatory and also correlational research designs. A descriptive research design will be
used in this study for helping in methodically describing characteristics as well as the

18
population in detail. This design informs the study as it offers the chance for the study to
describe the extent to which the motivational strategies that are being used or not being used
at ZPC Munyati have any bearing on the performance of the entity

3.4. Sampling

3.4.1 Sampling Frame

For the purposes of the research the sampling frame is made up of all employees at ZPC
Munyati junior and senior management personnel the people directly responsible for the
organizational performance

3.4.2 Sample size

A sample size is a part of the population chosen for a survey or experiment. For purposes of
this study a sample of 50% of the total sample frame will be sought. This will enable the
researcher to be able to generalize the findings of the study to the entire population. The
sample size is shown in the table below

Table 1: Showing sample frame and size

Description Sample frame Sample size

Employees 200 100
Management 8 4
TOTALS 208 104

3.4.3. Sampling method

Mugenda (2013) posits that for descriptive studies a sample of 10% or higher is deemed as
adequate for the study. In doing so the research seeks to retain participation to the study that
is more that is more than 10% if the study results are to be reliably generalized to the entire
population. The research utilizes both judgmental and random sampling in coming up with
the units of analysis. Judgmental sampling which according to Saunders (2011) makes it
possible for the researcher to use their judgment to select the best suited units of analysis
from the entire population that will best answer the questions whilst at the same time meeting
the requirements as set about by the topic of enquiry. This sampling type was used on the
management respondents, this is justified in the sense that it is the management that maps out
the manner and type of motivational strategies that can be used to motivate the general staff.

19
Hence electing the people on the basis of their knowledge of the subject under scrutiny
enabled the study to gather information from the key informants. Random sampling was also
used as it gave all the general staffers an equal chance of participation in the study. This was
of paramount importance to the study as the sampled population became representative of the
whole staff at ZPC Munyati. Furthermore, it also avoided clustering of selected elements in
one point this sampling technique was used for the rest of the employees who were not part
of management.

3.5. Data collection methods

3.5.1 Research Instruments

For purposes of this research two research instruments will be used to collect data that will
answer the research questions. The main research instrument will be the questionnaire and
this will be supported in part by the interviews schedule.

Questionnaire

The main research instrument was a questionnaire which was semi structured and was given
to the non-managerial participants. The questionnaire had a structured part which had a. 5
point Likert scale where the respondents selected the extent to which they agreed to the
statements given. The other part was open as the study gave the respondents the platform
upon which to explain and proffer their thoughts without hindrance

Interview Schedule

These were defined by Yin (2017) as conversations that are used to collect information. The
process of the interview is an engagement between the interviewer and the interviewee,
whereby the former directs that proceedings and the later responders to the questions posed.
The schedule was used mainly for the management cohort of the unit of analysis. The reason
being that there were areas that needed further justifications in terms of the motivational
strategies, something that could not be done using a structured questionnaire.

3.6. Data analysis method

After the collection of data completed the researcher collated, pooled and cleaned the data for
inconsistencies and sifted the information that did not tally with the requirements of the
research. Or any data that might lead to the participant being identified. The recorded

20
telephone data was transcribed onto paper in preparation for data presentation and analysis.
The quantitative data sets were analyzed using the SPSS. V23 package and the qualitative
data using thematic analysis in which the research went through the data, highlighting all
relevant themes that have behavioral or attitudinal relevance. These themes were named and
reviewed in line with the dictates of the research objectives. The data was presented by the
use of tables and figures for quantitative data and the qualitative data were presented in
themes generated from the data collection.

3.7 Validity and Reliability

3.7.1 Pre-test

According to Saunders (2009) a pretest is a carried out in order to refine the instruments so
that when the participants take it they will not face any challenges. He goes further to note
that test is done to help the researcher ensure the reliability and validity of the research
instrument and the data collected. Informed by these scholarly assertions the pre-test was
done using random participants within the target population so that all errors and ambiguous
questions were addressed and rectified, before the actual data collection took place.

3.7.2 Reliability

To ensure reliability, the study was limited to the effects of motivation on organizational
performance. By doing so the study controlled the variable that might intervene with
variables, so that when replicated the study revealed similar findings which is how reliability
is defined by Hussey and Hussey (1997) when they note that reliability is concerned with
generation of similar findings to the questions posed by research when the research is
conducted again.

3.7.3 Validity

Validity according to Jankowicz (2015) is the part of research that is concerned with accuracy
of measurement used for the collection of data collection and its analysis. Hussey (2015) goes
on to posit that the data of research is valid only is the research can reach similar conclusions
even if other methods are used. To ensure validity the researcher aimed to standardize the
data collection instrument by carrying out a pre-test.

21
3.8. Ethical considerations

Ethics in research represent the moral compass that guide the conduct of the research
(Fowler, 2014). Saunders et al (2016) goes on to posit that ethics relate to gaining access,
data collection and processing as well as analysis and presentation of data in a morally
upright and responsible manner. Armed with this knowledge the researcher adhered to the
following research ethics:

Informed consent
Permission to carry out research was sought from the responsible authorities that govern the
sector in which the research was being carried out. Furthermore, the participants were given
written consent to participate in the research after the researcher explained what the research
was about and the reason why the research was being carried out.

Confidentiality and anonymity

The confidentiality and anonymity of participants wias guaranteed by using unique identifiers
that have no relation to the research participants, additionally all the data relating to the
respondents were kept centrally to ensure that there were not any data leaks. After all the data
was collected and collated all identifiers that arose were cleaned so that all participants
remained completely anonymous.

3.9. Chapter summary

The chapter discussed the manner in which the study seeks to collect the data required to
fulfill the objectives and answer the research questions that were raised in introductory
chapters. Discussed in the chapter were the research design, and approach which the study
notes as a case study of ZPC Munyati, Also discussed was the sample frame which consists
of 200 workers at Munyati from a unit of analysis of 104 was derived consisting of both
junior and senior management at the organization. The data collection method was a survey
utilizing a semi-structured questionnaire. Issues to do with reliability and validity were also
captured in the study. With the chapter ultimately coming to a close with a discussion of the
ethical considerations.

22
CHAPTER 4: RESEARCH FINDINGS AND DISCUSSIONS

4.1 Introduction

The chapter is a presentation and analysis of research findings on the topic of the effect of
employee motivation on organizational performance at ZPC Munyati. The findings were
gathered using two research instruments the questionnaire and the interview schedule. The
findings were analysed through SPSS version twenty three and presented in the form of tables
and cross tabulations. Emergent themes from the interviews will also be presented with the
backing of verbatim statements from the respondents within the study. The chapter leads with
presentations of the response rate and respondent demographics before going into the
research objectives. All the while corroborating the findings with extant literature.

4.2 Respondent Demographics

The study collected respondent demographics such as age, gender, level of education, length
of service as well as the department were the respondent came from. These demographics
were collected with the notion that they can also highlight the issues to do with motivation as
well as performance of the employees. The demographics are presented in the section below.

4.2.1 Response rate

The study sampled 108 research participants from the sample frame at Munyati power
station. From these 100 were from the non-managerial staff and 8 from the managerial staff.
The actual response rate is tabulated in table 4.1 below.

Table 4.1: Response rate

Respondents Research instrument Targeted Actual Response rate

Responses
General staff Questionnaire 100 78 78%
Management Interview 8 4 50%
Total 108 82 75.93%

From table 4.1 above the response rate from non-managerial respondents was 78% and their
data was collected through the use of the self-administered questionnaire. Whilst the

23
 managerial respondents returned a response rate of 50% and their data collected through the
interview schedule. Combined the study managed to provide a response rate of 75.93%.

4.2.2 Demographic summary

The demographic summary of respondents is a cross tabulation of respondents in terms of

gender, age, educational level and length of service. All these separated by the department of
employment which was either managerial or non-managerial. The demographics are
presented in table 4.2 below.

Table 4.2: Demographic characteristics of respondents

Gender Age profile Educational level Length of service

Employees Male Fem 20-25 26-30 31-35 36-40 41+ NC DIP HND DEGR MSTRS 0-5 6-10 11-15 16-20 21+
ale

General staff 46 32 0 5 16 27 30 13 23 9 26 7 28 15 5 8 22

Management 3 1 0 0 1 1 2 0 0 0 1 3 0 0 1 2 1

Total 49 33 0 5 17 28 32 13 23 9 27 10 28 15 6 10 23

Grand Total 82 82 82 82

4.2.2.1 Gender of respondents

From the table 4.2 above the study returned a gender representation of 59.76% (n=49) in
regards to men and 40.24% (n=33) in regards to women. The finding is indicative that the
organization has more men than women and this may be due to the nature of the work that is
done at the organization which is over generation. The jobs are primarily blue collar and
require brawn over brains therefore the relatively low representation of women.

4.2.2.2 Age of respondents

In terms of the age representation of the organization the majority of workers at ZPC Munyati
are aged 41 years and above as they represent 39% (n=32) of the respondent population.
Additionally, of the 39% representation the majority are male with women constituting less
than 10% of the age cohort. The 36-40 year age group constituted 34.17% (n=28) of the unit
of analysis with proportional representation of both males and females. Only 20.73%(n=17)
were aged 31-35 years whilst the least represented age group was the 26-30 years which had
6.10% (n=5). From the representation of the ages the study asserts that because most of the

24
respondents are aged 41 and above which indicates that the people are either well motivated
or for the lack of better opportunities stay in the same job for many years.

4.2.2.3 Academic qualifications

The study holds the notion that the respondents in the study and the staff at Munyati power
station are adequately educated to perform the duties and work roles and responsibilities that
they were employed to do. This is due to the fact that all the respondents noted that they hold
the basic entry level requirements to hold the job and some have gone further to advance in
their fields of expertise. This assertion is derived from the findings that 32.93 %(n=27) hold
at least a degree with an additional 12.2%(n=10) being holders of masters degrees 70% of
which are in the general staff department. Additionally 28.05 %( n=23) were diploma holders
whilst (n=9) were HND holders.

4.2.2.4 Length of service and promotions

To corroborate the findings on the ages of the respondents the study went further to collect
data on the length of service and the length of time one was in the same positions. The study
correlated the two and the findings are presented in table 4.3 below.

Table 4.3: Correlation between length in service and promotions

Asymptotic Standardized
Value Error

Interval by Interval Pearson's R .864 .033

N of Valid Cases 78

From the findings in table 4.3 above length of service and the length in the same position
there is a positive and string correlation between the two. Which is indicative of the fact that
there is relatively little progression in terms of promotions the people in the organization are
generally still in the positions that they were when they joined the organization. The lack of
upward mobility may be the reason why the people within the organization are not
performing to their optimum levels due to the fact that at the end of it all there is no
recognition of the efforts.

25
4.3 Knowledge and practices of employee motivation at ZPC Munyati

The first objective the study sought to collect data on was the participant knowledge of the
concept of motivation. Added to that the study sought to reveal the aspects of motivation that
the respondents thought would be key in enhancing organizational performance. The findings
to these key aspects as informed by literature was collected using a Likert Scale questionnaire
see appendix 1. These findings are presented in table 4.4 below.

Table 4.4: Ranking of knowledge and practices of employee motivation

Std.
N Minimum Maximum Mean Deviation

employees should be motivated in order for them to perform 78 2 5 3.94 .651

I fully understand the concept of motivation 78 3 5 4.01 .497
motivation is a factor in the performance of workers 78 2 5 4.23 .643
Valid N (listwise) 78

From the table above the majority of the people at ZPC Munyati have a full understanding of
the concept of motivation this is highlighted by the fact that the mean distribution of
responses lies at 4.01 which is the agree (4) option of the Likert scale index. The finding is
further buttressed by the. 497 standard deviation which indicates that 68% of the responses
lay about the mean. Further clarity of the responses is given by the fact that the minimum
response given to the statement was neutral (3) which indicates blurred lines to the
motivational concept but not ignorance. The fact that the respondents are aware of the
concept of motivation and what it is to be motivated points to the notion that they expect to
receive the motivation from the organization. In order for them to work to the fulfillment of
organizational objectives failure to which an adoption of laissez-faire will ensue.

4.4 Effects of employee motivation on organizational performance

Having been satisfied that the motivational practices were known and were very much a
factor in the performance of workers at ZPC Munyati. The study went in to generate data on
the effects of employee motivation on organizational performance the findings to that effect
are presented in table 4.5 below.

26
Table 4.5 Effects of employee motivation on organizational performance

Std.
N Minimum Maximum Mean Deviation

level of employee performance is determined by the amount of

78 2 5 3.92 .698
motivation they receive
the type of motivation the employees receive determines the level of
78 2 5 3.94 .843
performance
motivated employees outperform those who are not 78 2 5 4.06 .651
Valid N (listwise) 78

The responses on the effects of motivation on organizational performance were ranked

according to the relative importance that the respondents assigned to them. The least ranked
statement was that the level of employee performance was determined by the level of
motivation one receives. The statements scored a mean score of 3.09 and a standard deviation
of. 698. This indicating that most of the responses lay within the neutral score of the Likert
scale with the standard deviation pointing to the effect that the majority of respondents lay
within one standard deviation of the mean. What the score suggests is the fact that the
majority of the respondents view performance and performance as parallel, corroborating the
assertions and argument advanced in 4.3 which noted that just having a job and a below
minimum wage salary was enough for one to perform for fear of losing the job.

4.41 Job security

To collaborate the findings from managers who were targeted with qualitative research the
researcher had to ask some questions on the effects of employee motivation on organizational
performance from 4 managers in which 2 of them identified job security as a factor by saying
that:

Generally motivation is a factor in the performance of the job. However given the situation in
the economy at the moment where there is a lack of choices for the employees. Just having
the nib is motivation enough for the personnel to perform. This is so because the job has
many others on the sidelines who can do the same job. Therefore in this case job security is
the main motivation in the performance of employees within the organization.

The middle ranked effect of motivation on performance was that the type of motivation that
employees get affected the level at which they performed their job. The statement scored 3.94
on the mean whilst having a standard deviation of. 894. This showed that most of the

27
respondents were indifferent to the statement as approximately 68% of the respondents lay
within one standard deviation of the mean. This follows close in the arguments advanced
immediately prior to this one where it was noted that job security was the primary motivator
in the case if the respondents at ZPC Munyati. This assertion was corroborated by the
interviews with management were 1 of them noted that:

It is true that motivation affects performance that is why here at ZPC Munyati we adopt
several motivational strategies for our employ. Job security is upmost, with a reward system
and good organizational culture that fosters growth as the other supporting aspects of
motivation. That we have adopted.

The fourth respondent from Human Resources department also added to the argument in
saying that:

Here at Munyati we know the job we have is of paramount importance to the nation therefore
can be very strenuous on the employees. Therefore as motivation to keep them up to task we
have developed flexible working hours that facilitate employee stays fresh and focused on the
job. Also key to motivating out employees is the fact that we have ensure that the working
environment is safe at all levels of production.

From the emergent themes that the interviews highlighted and the responses given by the
mean scores in the questionnaire. It is abundantly clear that motivation is multi-faceted and
doesn’t depend on only one aspect such as monetary incentives or job security these are just
part of a greater whole. Which if satisfied the workers would perform at their best. Ultimately
the study that recorded that the top most effect of motivation and performance was that
motivated workers outperformed those that are not. This was highlighted by a mean score of
4.06 and a standard deviation of. 651. This meant that the majority of the respondents were in
agreement to the statement and the standard deviation highlighting the fact that most if the
respondents lay within one standard deviation if the mean.

The corresponding question from the interviews queried the respondents to confirm or deny
giving justification to the response on the whether the workforce at ZPC Munyati was
motivated enough to perform. The emerging theme form the interviews was suggestive if the
fact that the organization was finding ways in which it could keep its employ motivated. One
manager among the four responded by saying:

28
Given that the economy is not as stable as it should be, which includes the power generation
industry, we have developed several incentive strategies to keep our personnel from leaving.
We obviously have a mechanism for rewarding academic success, service recognition, and
seniority and experience. In addition to other benefits, this has made it easier for us to
maintain organizational performance as we don't have to spend as much money on hiring
and selecting new staff. In order to complete jobs more effectively with seasoned employees
rather than ne recruitments, we strive for employment happiness.

From the questionnaire and interview responses it is clear that both the organization and the
employed are in sync in as far as the fact that motivated employees outperform those that
aren’t. This is given the fact that the organization in trying to ensure optimum organizational
performance they have gone the extra mile to increase the motivational strategies that aim to
pacify the employee to perform their roles for the betterment of the organization. This is
evidence if the fact that motivation pushes employees to performance and adopting a wide
range of motivational strategies ensures that all facets if employee’s needs are addressed.

4.5 Factors affecting employee motivation at ZPC Munyati

As literature has it that there are certain factors that affect the delivery of employee
motivation that in turn affects the organizational performance the study identifies the key
factors that it believed were key to the delivery of motivation at ZPC Munyati. These were
given to the respondents on a 5 point Likert scale. The results were ranked according to the
responses given and ranked in table 4.6 below.

Table 4.6: Factors affecting employee motivation

Std.
N Minimum Maximum Mean Deviation

organization reward system determines the level a worker works

78 2 5 3.97 .925
towards organizational goals
management style and organization working conditions are a
78 2 5 4.00 .756
determinant to the amount of worker motivation to perform
organizational culture determines the level of worker performance 78 2 5 4.03 .852
Valid N (listwise) 78

The respondents scored the organization reward system determinant of the level a worker
works towards organizational goals as the least important factor in determining
organizational performance with a mean score of 3.97 and a standard deviation of. 925. It

29
indicates that the majority of respondents were neutral to that aspect. Given that
approximately 68% of the respondents lay within one standard deviation if the mean. This
response by the unit of analysis maybe due to the fact the organization being a quasi-
government organization had certain degree of liberty in developing a reward system. This
therefore means that the remuneration and other perks within the reward system and
governed and controlled by government therefore have little impact on the motivation of
workers as they have the same standard throughout the industry given that they are no private
players in the power generation business. The second most ranked factor that the respondents
noted was affecting the motivation of employees was that of the management style and
working conditions. This statement scored a mean of 4.0 and a standa3 deviation of. 756
suggesting that the majority of respondents were of in agreement with the statement. This
may hold true in the sense that in these public sector jobs there rarely is a succession plan in
place to retire the aged and replace them with vibrant young minds that take the business of
the organization forward. This is buttressed by the fact that within the organization 38.5 %
who have been with the organization for more than 20 years Further to that the minority
representation of workers in their formative years casts doubt on the ability of the
organization to lure young contemporary minds. Instead sticking to what they have what this
does however is that it breeds redundancy within the workforce as there are no new ideas that
are being generated into the workers.
Additionally the fact that the 70% of the respondents in the general workforce are degreed
and still haven’t been promoted shows that there is a glass ceiling within the organization.
This may be due to the lack of a succession plan or simply the lack of recognition of
advancement in professional qualifications. Employees who have a higher position would
feel satisfied because they have more autonomy than regular employees. Their work is more
varied and have more freedom to do their assessment. Employees with low positions are
more likely to experience dissatisfaction and boredom because their work is less challenging,
and their responsibilities are small

4.6 Strategies to improve employee motivation

Ultimately the study sought to have the respondents proffer the strategies that they thought
would better improve the level of motivation of the workers. Several themes emerged from
the exchanges and these are presented thematically bin the section below

30
4.6.1 Shift in organizational communication culture

It was the contention of the respondents mainly from the general staff that the organizational
culture of the management needed to be spruced up. One of the respondents was recorded as
saying: Here on the floor we have people who are both experience and have the required
qualifications that are not being recognized if positions open but we have certain relatives of
high ranking managers occupying those spots. That nepotism is demotivates the workers
because they know that no matter how hard you work you won’t be recognized. The same
sentiments were also echoed by another respondent who noted that: I have been with the
organization for many years now 21 to be exact I came in with a National Certificate and
worked my way u to an HND but I only got promoted after 15years in the service which is
not fair given the fact that there are some greenhorns who have neither the experience nor
knowhow being promoted to being our supervisors simply on the basis that they are related
to someone in top management.

From the management side there was also concurrence to the fact that there need to be a shift
in the recognition and reward system, as one of the respondents noted that:

In as much as we would like to say that as a company we are in the right direction in terms of
our method of promotion. During engagements with the workers’ committee it has been
raised that as an organization we are not recognizing the efforts of our seasoned workers in
favor of others. This is however not by design as purported by the workers as several issues
are put into consideration before we recruit and select people for positions

The emergent theme in these exchanges was hinted as being that there has been
miscommunication between the two parties. This is in light of the fact that the general staff
have their own thinking whilst the management have theirs. The issue is that the management
is not communication with the generality of their staff in terms of the job recruitment and
selection and this leaved the workers with questions that have no answers. Therefore the
improvement in the system of communication would most likely be a strategy to improve the
motivation of workers as they would have the knowledge of what the management wants in
terms of the job description as indicated by Durodolu (2016).

4.6.2 Reward system

The other theme that emerged from the exchanges was that of fairness in the reward system.
One responded noted that:

31
 I have been with this organization for more than 25 years and this means I have years of
experience but management does not recognize this. I am still in the same pay grade that I
was years ago when I joined the organization,

Whilst another respondent took the rewards system challenge from the educational
advancement angle, in noting that:

In our deportment most of us are graduates we have undertaken to improve ourselves form
the entry level job requirement. It’s sorry to say that the management doesn’t recognize this
and we are still in the same pay grade that we were before we embarked on the educational
advancement

From the management side the issue of reward system was also key the responses with one of
the respondents summing up the rest in saying:

Rewards of education and experience are expected in every organization. In as much as we

would like to improve the reward system of our workers we are a highly regulated industry
that has a mandate to deliver. So in as much as we would like to improve our workers
welfare we can only do it after express authority from the parent company

The emergent theme is indicative of the fact that the organization although it recognizes the
improvements in the status of the workers, they as an organization which is part of a larger
conglomerate are tied and cannot improve the welfare of their employees unless the ascent is
from the parent company. What this therefore means is that the workers will be
disenfranchised but because they have little options elsewhere they become motivated by the
job security issue and not the monetary incentive as alluded by Cameroon and Green (2019).

4.7 Discussion of research

4.7.1 Response rate

The response rate is quite high to enable the research to generalize the findings and proffer
conclusions that are representative of the entity in question. This assertion has foundations in
literature with assertions by Wilson (2010) who suggested that any response rate above 30%
is usually enough to generate findings that are generalizable to the entire population under
study. Therefore the findings of this study from the research’s point of view are both reliable
and valid in generalizing the entire workforce of ZPC Munyati.

32
4.7.2 Demographics

4.7.1.1 Gender

The study found out that the workforce at ZPC Munyati was made up of more men than
women this probably indicative of the fact that the job in the organisation in question to some
extent is not favored by women as it strenuous. The assertion is corroborated in study
findings by Lewins (2015) who noted that the minority of women tend to choose work that is
aesthetically appealing rather than work that demands physical might to complete.
Furthermore the gender statistic shows that only 1 in 3 women hold a position power. This
may be due to the recruitment policy of the firm or the factors that were discussed in the
presentation of the findings in an earlier section of the chapter.

4.7.2.2 Age of respondents

From the representation of the ages the study asserts that because most of the respondents are
aged 41 and above which indicates that the people are either well motivated or for the lack of
better opportunities stay in the same job for many years. This assertion is buttressed by
Kapungu (2015) in studies on tertiary institution workers in Zimbabwe who concluded that
loyalty to institutions was not because of high motivation but due to the lack of opportunities
to expand. This same may be true as the respondent population in this case further to the fact
that the majority of respondents with the most number of years were male and this may be
due to what was opined by Meyer (2018) who views that levels of motivation are highly
correlated with gender with men motivated mainly by monetary rewards whereas women
required more than monetary rewards. Therefore it can be said that the lack of opportunity
and the fact that the monetary rewards are enough to sustain the basic needs of the
respondents they end up staying at the same job for longer.

4.7.2.3 Academic qualifications and length of service

The study noted that the respondents ion the study were highly qualified with the requisite
entry level qualifications and the high precedence of master’s degree holders and is indicative
that the organisation is top heavy and there is no upward mobility if workers who have
advanced in their education field. Ordinarily a person with a Master’s degree would be
qualified to hold a managerial post. The lack of recognition of the academic advancement is
one of the of the pillars of motivation that one looks to as argued by Ortiz (2014) in his study

33
concluded that academic progression of people on the job had a high correlation to the
expected rewards that would accrue with the status of having been well educated. This
opinion is corroborated in literature in studies by towards their remuneration and benefits.
The low morale can be a determinant of organizational performance as highlighted by
Siddhanta et al. (2010) who opined that all high performing companies were a result of the
health of the workforce who are well motivated and committed to working for the
organization.

4.7.3 Concept of motivation

The first objective the study sought to collect data on was the participant knowledge of the
concept of motivation. Added to that the study sought to reveal the aspects of motivation that
the respondents thought would be key in enhancing organizational performance. This
assertion has corroboration in literature in studies by Bhatla (2011) highlighted that most of
the problems in traditional ways of operating businesses come from the increasingly growing
gulf developing between superiors and their subordinates, the longer chain of communication
coupled with a lack of sufficient chances to be taken on board in vital work processes and in
decision making. Which in effect is saying that the if the workers know what is due to them
they expect the management to give them what is due to them failure to which there won’t be
optimum effort in the delivery of service

4.7.4 Performance Management

The study found out that the most positive effect that could accrue from workers is if they
were sufficiently motivated. This may be due to the fact that a person who is motivated may
give their al I terms of service delivery and performance in their roles and responsibilities to
themselves and the organisation. This assertion is buttressed by the theory that underpinned
the study by Maslow (1954) who posits that the greater the level of motivation the greater the
output that a person can deliver. These findings were researched on and effectively cemented
by other studies such as Chintalloo and Mahadeo (2013), argued that if the needs of the
workers are fulfilled then they become productive innovative. Therefore the study contends
that the workers at ZPC Munyati performance was guided by the level of motivation that they
were getting from the organisation. The responses on the effects of motivation on
organizational performance were ranked according to the relative importance that the
respondents assigned to them. Wide ranging motivational factors are prevalent in literature
with Smith et.al (2004) a praise gadget must consist of rewards which broaden the

34
capabilities of the worker as improvement of personnel in an agency affords opportunities to
personnel to widen their expertise and abilities for greater efficient teamwork and attain man
or woman

4.7.5 Effects of employee motivation

As literature has it that there are certain factors that affect the delivery of employee
motivation that in turn affects the organizational performance the study identified the key
factors that it believed were key to the delivery of motivation at ZPC Munyati.

4.7.5.1 Negative effects

The negative effects were highlighted by the respondents in the study were a factor that the
employees were not sufficiently motivated by the level of motivation that they were getting
from the organization. This therefore means that the remuneration and other perks within the
reward system and governed are controlled by government and therefore have little impact on
the motivation of workers as they have the same standard throughout the industry given that
they are no private players in the power generation business. This assertion has findings in
literature in studies by Al‐Khalifa and Peterson (2004) who views that employee performance
will increase if employees feel satisfied in their work and are motivated to do work. The lack
of progress within the organization disenfranchises the workforce leading to the redundancy
of the organization. This finding has corroboration in literature Azin and Reihane (2013)
show the result that job motivation correlated with job performance. The above then proves
that, dissatisfaction at work is also the result of the function and position of employees in the
organization and employees perform well only if they feel satisfied in their work.

4.8 Chapter Summary

The chapter was a presentation and analysis of the findings on the effects of employee
motivation on performance. The study had a combined response rate of 75.3% and the
responses were largely pointing to the fact that motivation is an integral part of the
performance of workers. It was the study’s contention that the level of motivation had a
major part to play in the delivery of duty. The research now moves on to the summary of
findings and recommendations as well as conclusions of the findings that were discussed and
presented in this chapter.

35
CHAPTER 5: SUMMARY OF STUDY FINDINGS, RECOMMENDATIONS AND

CONCLUSION

5.1 Introduction

The penultimate chapter of the study summarizes the findings that were discussed and
analyzed in chapter 4 with the notion of proffering recommendations and conclusions that
will be taken up by the organization in question to address the topic in question. The chapter
opens with a summary of findings from the response rate down to the objectives passing
through the demographics. Following which the study concludes based on the study findings
and ultimately proffers recommendations as an end to the research study

5.2 Summary of findings

The study was a query into the effectiveness of motivation on the performance of employees
at ZPC Munyati. The study was informed by the desire to ascertain whether motivation had
any effect on the performance from this primary objective the study came up with secondary
objectives that looked at the factors that were affecting the implementation of motivation at
the firm. From there the effects of the levels of motivation were also carried out. Ultimately
the study sought to establish strategies that the organization could implement to improve the
levels of motivation of the employees in the process increasing the performance of the
employees within the organization. The demographics and objectives are summarized in the
section below

5.2.1 Summary of findings on response rate

The study generated a combined response rate of 75.93%leading the study to conclude that
the data that was generated was sufficient to generate generalizations to the entire workforce
of ZPC Munyati.

36
5.2.2 Summary of findings on demographic Information

5.2.2.1 Gender of respondents

The study noted that there were more females than males in the organization with males
making up 59.76% and the women making up the rest. The company was top heavy in terms
of the representation of the ages with the majority of the respondents coming from the 41
years and above year age group with a proportional representation of 39% suggesting that the
personnel at the organization were highly experienced. The same could be said in terms of the
qualifications of the respondents. All the respondents were in possession of entry level
qualifications. Which meant that the positions within the organization were filled by the right
people. Furthermore the study found that most of the respondents 32.93% to be exact were
holders of a degree qualifications indicating the workforce were going one better to better
themselves. In as far as the length of service and promotions were concerned the study found
out that the majority of respondents were highly experienced with most of the respondents
having been with the organization for more than 10 years.

5.3 Summary of findings on knowledge and practices of employee motivation at ZPC

Munyati

The workers at ZPC Munyati were knowledgeable of the concept of motivation and all the
facets that went with it. The workers noted that strong degree of confidence that motivation
was a factor in the in the performance of workers as well as the fact that for employees to
perform there was need for the workers to be adequately motivated. This highlighted the fact
that the organization was in some to some extent engaging workers in motivating them. The
fact that workers highlted the needed for motivation to work shows that the work relationship
is based on a give and take relationship between the organization and the worker with the
worker expecting the organization to motivate them to perform the duties that are assigned to
them these findings are in congruence with literature with the studies by confirming that for
workers to perform motivation is key. In literature Robbins (2005), the readiness of the
workers to share success of the organizations depend on the idea of the equity of the
payments they obtain, workers are motivated to balance their inputs and their rewards.
“Under-reward” and “over-reward” are two types of inequality that were discovered in
Adam`s equity theory. Without motivation workers will not commit themselves to the fullest
extent to the organizational objectives hence performance will in decline.

37
5.4 Summary of findings on the effects of employee motivation on performance

The study noted that the employees at the organization were cognizant of the effects of
motivation with them ranking the statement that motivated employees outperform those that
are not motivated enough. The majority of the respondents concurred with the statement with
the means score of 4.06. Further to that the respondents averred that the type of motivation
one receives is key to the performance level of the employee. This had the inkling that since
the monetary benefits were dependent upon the industry rates there was need for the firm to
have other incentives like housing, service recognition and reward based on experience. The
study noted that the respondents were aware that there was more to motivation than the
widely known monetary incentives. These needs are the dimensions of work motivation in
order to improve job satisfaction. The results of several previous studies have varied results,
but in general work, motivation has a positive and significant effect on employee
performance. Research conducted by Alnıaçık et al. (2012), the career motivation has a
positive correlation toward job satisfaction and organizational commitment. Research that
was done by Araslı, Daşkın, and Saydam (2014) depicted that there is that there is significant
positive correlation between intrinsic motivation and job satisfaction.

5.5 Summary of findings on factors affecting employee motivation at ZPC Munyati

Organizational culture was touted by the respondents as the highly ranked factor that
influenced the performance of the workers at ZPC Munyati.Research by Aderamo and Salau
(2013) on leadership shows the results that transformational leadership has a positive impact
on employee motivation and ultimately job satisfaction, and in reverse, transformational
leadership hurts job satisfaction. The last research that was done by Walumbwa, Bani, Peng,
and John (2005) revealed that transformational leadership has a strong and positive effect on
organizational commitment and job satisfaction in both

5.6 Summary of findings on strategies to improve employee motivation

The emergent theme in these exchanges was hinted as being that there has been
miscommunication between the two parties. This is in light of the fact that the general staff
have their own thinking whilst the management have theirs. The issue is that the management
is not communicating with the generality of their staff in terms of the job recruitment and
selection and this leaved the workers with questions that have no answers. Therefore the
improvement in the system of communication would most likely be a strategy to improve the

38
motivation of workers as they would have the knowledge of what the management wants in
terms of the job description.

5.7 Conclusions

 Monetary incentives are not enough to satisfy the workers there is need to establish
more ways to motivate the employees such as in service recognition, upgrades in pay
scales as well as promotions in relation to experience.
 Lack of communication between the management and the workers was breed
discontent as the workers are not aware of the objective and the inclusion and
exclusion criteria that informs the promotions to higher pay grades and positions of
authority.
 The study concluded that there is relatively limited upward mobility in terms of the
promotions. This was a probable cause of employee demotivation as the workers in
the organization were working towards the self-improvement in line with their line of
work.
 The study further notes that the concept of motivation forms an integral part of
employee performance as the workers in the organization showed that they were
aware of the concept and were expectant to receive motivation from the organization
in order for them to perform
 The study also concluded that some motivators more than others elicit different
performance level between and among employees. The same could be said that the
motivation is disaggregated by gender with men prizing monetary rewards as a
motivator with the females looking to the aesthetics of the job.
 The rewards system of an organization determined employee satisfaction and job
loyalty leading to better employee performance.

5.8 Recommendations

Having summarized and concluded on the topic in the process highlighting the factors that
were affecting the levels of motivation at ZPC Munyati. The study therefore recommends
that:

 For the performance of workers to improve there is need for the organization to
acknowledge factors such as experience when compiling motivational support for the
workers at the organization.

39
  The study further recommends that ZPC Munyati should widen the motivation of their
workers to include others aspects that are non-monetary. Such as in service
recognition awards, or long service awards.
 There should be an increase in employee participation in decision making. This
affords the workers to highlight issues that they need addressed. The communication
enable exchanges of the organizations objectives and the workers feel part of the
organization and therefore work toward improving their performance form the
betterment of the organization.
 There should be an enabling environment that facilitates worker representation in
terms of salary and working conditions. This would enable the company to be in
touch with the workers needs and the workers with the workers in touch with the
organizational objectives.

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 APPENDIX I: RESEARCH QUESTIONNAIRE

QUESTIONNAIRE FOR EMPLOYEES AND MANAGEMENT

ON

AN INVESTIGATION ON THE EFFECTS OF EMPLOYEE MOTIVATION ON

ORGANIZATIONAL PERFORMANCE. A CASE OF ZIMBABWE POWER

COMPANY.

Department of Human Resource Management

BSc Human Resource Management

Midlands State University Midlands State University

NOTE: This research is purely for academic research and the results will be treated with the
strictest confidentiality, if at any moment during the answering of the questionnaire you feel
pressured you are free to withdraw your participation in the research.

INSTRUCTIONS:

44
  The questionnaire is divided into two sections A and B
 Kindly follow any other in section instructions as and when they appear.

SECTION A: PARTCIPANT DEMOGRAPHICS (please tick appropriate box where

necessary)

GENDER: Male: Female:

AGE (in years): 20-25 26-30 31-35 36-40 41-45 46+

LEVEL OF National Certificate EDUCATION:

diploma
Higher national Diploma
Degree
Master’s Degree and above

EMPLOYMENT TYPE: General Contract Performance related contract Permanent

EMPLOYMENT TENURE (IN YEARS) 0-5 6-10 11-15 16-20 21+

i. Length of service in the organization

ii. Length of time under the same position

45
 iii. Promotions during tenure at organization

SECTION B: MOTIVATION AND PERFORMANCE INDICATORS

The question in this section are rated on a scale of 1-5 with (1-strongly agree 2-agree 3-
neutral 4-disagree 5-strongly disagree). Please tick one box that corresponds with the
answer you wish to give.

OBJ 1: To understand the concept of employee motivation in relation to 1 2 3 4 5

organizational performance at ZPC

i. I fully understand the concept of motivation

ii. Motivation is a factor in the performance of workers

iii. Employees should be motivated in order for them to perform

OBJ 2: To determine the effects (merits and demerits) of employee motivation on organizational
performance.

iv. Motivated employees outperform those who are not

v. Level of employee performance is determined by the amount of motivation

they receive
vi. The type of motivation that the employees receive determine the level of
performance they bring to the company
OBJ 3: To determine the factors which affects employee motivation on the performance of the
organisation.

vii. Organisation reward system determines the level of the worker towards
organisational goals
viii. Organisational culture determines the level of worker performance to
organisational goals
ix. Management style and organisational working conditions are determinant
to the amount of worker motivation to performance
OBJ 4: To determine strategies that can be adopted to improve employee motivation to increase
the performance of the organization.

x. What strategies can the organization put in place to ensure that workers motivation is

46
 guaranteed?
xi. How can the organization ensure that that workers are working towards the goal of the
organization ?
xii. How can the organization ensure that the motivational practices put in place are valid enough to
equip the company to perform better?

INTERVIEW GUIDE FOR MANAGERS

1. What is your understanding of the concept of motivation?

2. Do you think employees here at ZPC Munyati are motivated?
Please justify your response
3. What strategies are you using as an organization to motivate your employees?
4. Are these strategies bearing fruit in terms of organizational performance of ZPC
Munyati?
5. What are some if the factors affecting employee motivation in the quest for
organizational performance?
6. Based on the current state of employee motivation at ZPC Munyati, would you say
that the strategies in place are enough? Or they need to be improved?
7. If there is need for improvement which strategies can management at ZPC Munyati
adopt to improve employee motivation?

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