ASSESSMENT OF EMPLOYEE MOTIVATION IN CASE

OF ASSOSA UNIVERSITY ADMINISTRTIVE STAFF

A RESEARCH PAPER SUBMITED TO THE DEPARTMENT OF

MANAGEMENT IN PARTIAL FULFILMENT FOR THE
REQUERMENT OF BA DEGREE IN MANAGEMENT

By:-Dejen Alamneh

Chala

ADVISOR:-.Meketaw K (Msc

ASSOSA
UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT

MAY,2021

Assosa Ethiopia

II
 Acknowledgement
First of all I would like to express my heart fleck glory to my lord GOD, I am also greatly tank
my parents ATO Hailu Mochona and W/RO Zenebech Haile. Next I want to thank my advisor
Mr. Assefa Gerbi for his sight full comment and my respondents for their voluntary acceptance
of my questionnaire and interview. Finally I would like to thank all persons who help me at the
time of preparing this paper.

II
 ABSTRACT
The study is about the assessment of employee motivation in assosa university administrative
staff. The main objective of the study is to assess the motivational level of administrative staff
in Assosa University. For the study the student researcher used both primary and secondary
data. The primary data is questionnaire and structured interview for selected individual and
secondary data collect from reference books .The researchers tried to analysis and interpret
the data gathered through questionnaire and interview. Finally based on the finding of the
study the researcher puts down some conclusion and recommendations (solutions) for
identified problems.

II
Table of Content page

Acknowledgement…………………………………………………………………I

Abstract ……………………………………………………………………………II

CHAPTER ONE

1. Introduction……………………………………………………………………..1

1.1 Background of the study……………………………………………………….1

1.2 Background of the organization..........................................................................1

1.3 Statement of the problem………………………………………………………2

1.4 Basic research question........................................................................................2

1.5 Objective of the study …………………………………………………………..2

1.5.1 General Objective……………………………………………………..2

1.5.2 Specific Objective…………………………………………………….3

1.6 Significance of the study……………………………………………………….3

1.7 Scope of the study……………………………………………………………….3

1.8 Limitation of the study………………………………………………………….3

Chapter two
2 Review of related literature………………………………………………………..4

2.1. Definition of motivation…………………………………………………………4

2.2 Theory of motivation…………………………………………………………….4

2.2.1 Early view of motivation………………………………………………………5

2.2.2 Contemporary view of motivation…………………………………………….6

2.2.3 expectancy theory………………………………………………………………7

II
 2.2.4 equity theory…………………………………………………………………9

2.3 Implication of managers……………………………………………………….9

2.4 Reinforcement theory……………………………………………………….10

2.4.1 Type of reinforcement ………………………………………………….10

2.4.2 Schedule of reinforcement………………………………………………10

2.5 Job design for motivation……………………………………………………11

2.5.1 Job characteristics model………………………………………………….12

Chapter Three

3. Research design and methodology………………………………………………14

3.1 Study design……………………………………………………………………..14

3.2 Target population……………………………………………………………….14

3.3 Sample frame and size………………………………………………………….14

3.4 Sample technique………………………………………………………………..14

3.5 Source of data…………………………………………………………………….15

3.5.1 Primary source of data………………………………………………….15

3.5.2 Secondary source of data……………………………………………….15

3.6 Methods of data collection……………………………………………………...15

3.7 Methods of data processing and analysis……………………………………..16

Chapter Four

4. Data analysis and interpretation…………………………………………………17

4.1 Demographic characteristics of respondent…………………………………….17

4.2 Perspectives of motivation……………………………………………………….19

4.3 Interview analysis…………………………………………………………………24

II
Chapter Five

Conclusion and Recommendation……….....................................................................25

4.1 conclusions…………………………………………………………………………..25

4.2 Recommendation…………………………………………………………………….26

Reference…………………………………………………………………………………

Appendix A……………………………………………………………

Appendix B…………………………………………………………………

II
List of Tables page

Table 4.1 sex and age of the respondent……………………………………………….17

Table 4.2 educational background and work experience……………………………..18

Table 4.3 factors of motivation…………………………………………………………19

Table 4.4 factor that influence performance………………………………………….19

Table 4.5 motivational tools…………………………………………………………….20

Table 4.6 the important of motivational tools…………………………………………20

Table 4.7 applicability of motivational tools………………………………………….21

Table 4.8 the constraint for motivational tools……………………………………….21

Table 4.9 the motivational problem …………………………………………………22

Table 4.10 the focus for motivation………………………………………………22

Table 4.11 the motivation in the work place…………………………………………23

Table 4.12 effect of motivation on performance of employee……………………….23

II
 CHAPTER ONE
1. INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Motivation refers to the force within a person that affects his or her direction, intercity and

persistence of voluntary behavior. Motivated employees are willing to exert a particular

level of effort (intercity),for certain amount of time(persistence),towards a particular
goal(direction).Even when people have clear objective ,the right skills and supportive work
environment ,they must have sufficient motivation to achieve work objective.(RD.
Agarwal,2003)
Motivation is set of forces that initiate, direct, and make people persist in their effort over
time to accomplish a goal. Manager often confuse motivation and performance .however job
performance is multiplicative function of motivation times ability times situational
constraint, job performance will suffer in any one of these component is weak. Needs are the
physical or psychological requirements that must be met to ensure survival and well-being.
When needs are not met, people experience an internal state of tension. But once a particular
needs are not met, it is no longer motivates. When this occurs, people become satisfied and
motivated by other an meet needs. (John R.Schemerhorn,Jr. 1996)

Motivation is human psychological characteristics that contribute to a person’s degree of

commitment. It includes the factor that cause, channel, and sustain human behavior in
particular commit committed direction. Motivating is the management process of
7/influencing people’s behavior based on this knowledge of “what makes people tick’’
(Stephen Robins, 2001)

1.2 Background of the organization

II
 Jimma University (JU) is a public university located in Jimma, Ethiopia. It is recognized as
the leading national university, as ranked first by the federal ministry of education for four
successive years (2009-2012).
The university offers various programs and course of the study, which leads toward degree
in different fields. It was established in December 1999 following the amalgamation of the
Jimma college of Agriculture (founded in 1952) and the Jimma institute of Health science
(founded in 1983).
The university campus is located in the city of Jimma, situated around 352 kilometers
southwest of Addis Ababa. Its ground cover some167 hectares. JU is Ethiopia’s first
innovative community-oriented educational institution. The university has 2176
administrative staff.

1.3 Statement of the problem

It is obvious that employee motivation is important in the organization. If there is a good

motivation in the organization the employees work performance is highly increased, the work
error probability is minimum, the organization working environment become smooth. On the
other hand if there is lack of motivation in work place leads to delay in the employee’s
completion of work, leave unproductive and increase turnover. Also low self-confidence, low
expectation for success and it create fear within employee. So these affect the performance of
individual and organization as a whole adversely unless rectified urgently. This makes
researching of employee motivation mandatory. Accordingly Jimma university administrative
staff motivational tools are not efficiently applied as researcher observation.

1.4 Basic research question

The study is to answer the following basic research question
1. What is the effect of motivation towards their work?
2. What are the tools of motivation?
3. What is the cause of demotivation?

1.5 Objective of the study

1.5.1 General objective

II
The general objective of the study is assessment of employee motivation in Assosa university
administrative staff.

1.5.2 specific objectives

 To identify the effect of motivation towards work.
 To assess motivational tools.
 To identify factors of demotivation.

1.6 Significance of study

The study has the following advantage

 For the organization this research was provides information about effect of motivation on
the employees performance.
 For the researcher it enables to get the experience to do research and to fulfill the
requirement of BA degree.
 It helps for other researcher as a reference to conduct further research.

1.7 Scope of the study

Due to time resource constraint the study has focus only the assessment of employee motivation,
especially in Assosa university administrative staff. The study area is located in BG region,
Assosa zone, Assosa town.

The town is far about 652 kilometer from Adiss Ababa; the capital city of Ethiopia to the south-
western direction.

1.8 limitation of the study

While the researcher conduct this research work starting from the development of the proposal
and questionnaire up to report writing the researcher face some limitation. Some respondents
are not willing to give the necessary information; shortage of secondary data for

II
searching more information and doing research in parallel with learning other
courses are some major limitation that encountered the student researcher.

Chapter two
2. Review of related literature
2.1 definition of motivation
Motivation is the forces that energizes behavior, give direction to behavior, and underlies the
tendency to persist. The definition recognize that in order to achieve goals, individuals must
sufficiently stimulated, and must be willing to commit their for a long enough period of time to
realize their aim. Since the leading function of management involves influencing others to work
toward organizational goals, motivation is an important aspect of that function.(BARTOL AND
MARTIN ,1998)

Because motivation is internal force, we cannot measure the motivation of others directly.
Instead we typically infer whether or not other individuals are motivated by watching their
behavior. For example we might conclude that an engineering friend who work late every
evening, goes to office on weekends, and incessantly read the latest engineering journals is
highly motivated to do well. Conversely we might suspect that an engineering friends who is
usually the first one out the door at quitting time ,rarely put in extra hours ,and generally spend
little time reading up on new developments in the field is not very motivated to excel.(BARTOL
AND MARTIN ,1998)

Motivation is human psychological characteristics that contribute to a person’s degree of

commitment. It include the factor that cause ,channel and sustain human behavior in particular
committed direction .motivating is the management process of influencing people’s behavior
based on this knowledge of “what make people tick”. Motivation and motivating both deal with
the rage of conscious human behavior somewhere between two extremes;(1) reflex action , such
as a sneeze of flutter of o the eyelids; and (2)learned habit such as brushing one’s teeth or hand
writing style(RD.Agrawal,2003).

2.2 Theory of motivation

There are many motivation theories. Each motivation theory attempt to describe what human
beings are and what human being can become. For this reason it customary to say that a
motivation theory has content in the form of particular view about people. The content of
motivation theory help as understand the word of dynamic in which organization operate by

II
depicting managers and employees engaging in organization s every day. Since motivation
theory deal with peoples development, the content of motivation theory also help managers and
employees wrestle with the dynamics to organizational life.(STONER , FREEMAN, GILBERT,
1995)

2.2.1 Early view of motivation

 TRADITIONAL APPROCH

The study employee motivation really began with the work of Fredrik w. Toylor on scientific
management .Scientific management pertains to the systematic analysis of an employee’s job for
the purpose of increasing efficiency .Economic rewards are provide to employees for high
performance .The emphasis on pay evolved in to the nation of the economic man people work
harder for higher pay. These approach leads to the development of incentive pay systems, in
which people were paid strictly on the quality and quantity of the work output.(schemer
horn,Jr.1996)

 HUMAN RELATION THEORY

This theory is often associated with Elton mayo and his contemporaries. Mayo and other human
relation researchers found that the boredom and repetitiveness of many actually reduce
motivation, while social contacts helped create and sustain motivation. The conclusion is that
manager could motivate employees by acknowledging their social needs and by making them
feel useful and important. Modern –day legacies of this model include suggestion boxes,
company uniforms, organizations newsletter, and employee in put in performance evaluation
process.(Longton ,2001)

 HUMAN RESOURCE APPROACH

McGregor identified two different set of assumptions about employees. The first known as
theory X, hold that people have an inherent dislike of work. Although workers may view it as a
necessity, they will avoid responsibility. As a result, the work is of secondary importance, and
managers must push employees to work. Another one is theory Y, it is more optimistic. It
assumed that work is as natural as play or rest .In theory y, people want to work and can drive a
great deal of satisfaction from work. In this view people the capacity to accept –even seek
responsibility and to apply imagination, ingenuity and creativity to organizational problems. The
problem according to theory Y is that modern industrial life does not fully tap the potential of
human beings. To take advantage of their employees’ innate willingness and ability to work
manager using theory y should provide a climate that gives employees scope for personal

II
improvement. Particular management is one way to do this.(STONOR ,FREEMAN , GILBERT,
1995)

2.2.2 Contemporary view of motivation

The contemporary approach to employee motivation is dominated by three types of theories,

each of which will be discussed in the following sections.(Langton,2001)

 HIERARCHY OF NEED THEORY

This theory propose that human are motivated by multiple needs and that thus need exist in a
hierarchical order as follows. Maslow identified five general types of motivating needs in order
of ascendance.

Psychological needs:- thus are the need for a safe and secure physical needs ,including food
water , and oxygen. In the organizational setting, thus are reflected in the needs for adequate
heat, air, and base salary to ensure survival.

Safety needs:- thus are the needs for a safe and secure physical and emotional environment and
freedom threat that is ,for freedom from violence and for an ordinary society. In an organization
work place, safety needs reflect the needs for safe jobs, fringe benefits, and job security.

Belongingness needs:- these needs reflect the desire to be accepted by one peers, have
friendship , be part of group and be loved. In the organization thus of needs influence the desire
for good relationship with customers, participation in work group and a positive relationship with
supervisors.

Esteem needs:- related to a positive self-image and to receive attention ,recognition and
appreciation from others. Within organizations, esteem need reflect a motivation for recognition,
an increase responsibility, high status and credit for contribution to the organization.

Self-actualization needs: - represent the need for self-fulfillment which is highest need
category. They concern developing once full potential, increasing one’s competence, and become
a better person. Self-actualization can be meet in the organization by providing people with
opportunities to grow, be creative and acquire training for challenging assessment and
advancement.(RECHARD L. DAFT,2003)

 ERG THEORY

II
Because of criticism of maslow’s hierarchy of need theory, motivation researcher clayton
Alderfor proposed an alternative known as ERG theory. The name stems from combining
MASLOW’S five level of needs in to three levels of individual’s needs, existence, relatedness
and growth.

Existence needs :- needs that includes the various form of material and psychological desires,
such as food and water ,as well as such work related forms as pay fringe benefits, and physical
working conditions.

Relatedness needs:-that address our relationship with significant others. Such as families,
friendship groups working groups, and professionals groups.

Growth needs: - that implies creativity and innovation, along with the desire to have a
productive impact on or surroundings.(BARTOL AND MARTIN,1998)

 Two factor theory

Herzberg’s two factor theories argue that hygiene factors are necessary to keep workers from
feeling dissatisfied, but only motivators can lead worker to feel satisfied and motivated. The
implication for managers are clear (1)provide higen factors to reduce source of worker
dissatisfaction , and (2)be sure to include motivators because they are the only factors that can
motivate worker and lead ultimately to the job satisfaction. The two factor theory has been
criticized mainly on the ground the researcher have been unable to obtain same pattern of higen
factors and motivators when they use other type of study methods. Nevertheless the theory is
significant it has helped focus managerial attention on the critical need to provide motivators and
in doing so has enhanced our understanding of motivation in the work place. (BARTOL AND
MAQRTIN 1998)

 Acquired need theory

The final content theory was developed by Devid mc. Cleland .It proposes that certain types of
needs are acquired during the individual’s life time. In other word people are not born with thus
needs but may learn them through their life experience .The three needs most frequently studied
by these;

1. Need for achievement:-the desires to accomplish something difficult, attain a high

standard of success, master complex tasks, and surpass others.
2. Need for affiliation:-the desire to form close personal relationship avoid conflict and
establish, warm friendships.
3. Need for power :-the desire to influence or control others ,be responsible for others and
have authority over others.(RICHARD L. DAFT ,2003)

2.2.3 Expectancy theory

II
Expectancy theory suggests that motivation depends on individual expectation about their ability
to perform task and receive desired rewards. Expectancy theory is associated with the work of
victor vroom, although a number of scholars have made contributions in this area. Expectancy
theory is considered not with identifying types of needs but with the thinking process that
individuals use to achieve rewards. (DAFT, 2003)

 Element of expectancy theory

Expectancy theory is based on the relationship among the individual effort, the individual’s
performance, and the desirability of outcomes associated with high performance. These elements
and relationship among among them are:-

E P expectancy involve weather putting effort in to a task will lead to high performance. For
this expectancy to be high, the individual must have the ability, previous experience and
necessary machinery, tools and opportunity to perform.

P o expectancy involve whether successful performance will lead to desired outcome. IN the
case of person who is motivated to wine a job related award, this expectancy concern the belief
that high performance will truly lead to the reward. If the p o expectancy is high the individual
will be more highly motivated. If the expectancy is that high the performance will not produce
the desired outcome, motivation will be lower.(DAFT 2003)

 Extrinsic reward:-reward that are provide by others, such as bonus award or

promotions.
 Intrinsic reward:-rewards that are related to our own internal experience with
successful performance such as feeling of achievement, challenge and growth.
(BARTOL AND MARTIN , 1998)

Valence is the value of outcomes or attraction of outcomes, for the individual. If the outcome
that is available from high effort and good performance are not valued by employees, motivation
will be low. Likewise if the outcome have a high value motivation will be higher.(DAFT 2003)

E p Valence/ value of
expectancy outcome /
/probability that
effort leads to

Effort Performance Outcomes (pay

recognition others)

II
 P o expectancy
(probability that
2.2.4 Equity theory performance)

Equity theory is that states people will be motivated when they perceive that they are being
treated fairly. Instead equity like beauty is in the eye of the beholder. So according to equity
theory if people truly perceive that they are being treated unfairly, then equity exists, regardless
of the “objective equity”.(WILLIAMS,2000)

 Component of equity theory

The basic components of equity theory are input, outcomes, and references.

 Input:- in equity theory the contribution of employee make to the organization.

 Outcome:-in equity theory, the rewards employees receive for their contribution
to the organization.
 Referents’:-in equity theory, other with whom people compare themselves to
determine if they have been treated fairly.

Outcome/input (o/I) ratio:-in equity theory, an employee perception of the comparison between
the rewards received from an organization and the employee’s contribution to that organization.

Under reward:-when the referent you compare yourself to is getting more outcome relative to
their input than you are .When people perceive that they have been under rewarded , they tends
to exercise Unger or frustration.

Over rewarded: - when you are getting more out comes relative to your input than the referent
to whom you compare yourself. In theory when people perceive that they have been under
rewarded, they exercise quilt. Not surprisingly, people have a very high, tolerance for over
rewarded. It take a tremendous amount of over payment before people decide that there pay of
benefits are more than they deserve.(WILLIAM,2000)

2.3 Implication for managers

The expectancy theory of motivation is similar to the path –goal the orgy of leadership described.
Both theories are personalized to subordinates needs and goals. Manager responsibility is to help
subordinates meet their need and at the same time attain organizational goals. Manager must try

II
to find a match between a subordinate’s skill and abilities and the job demands. To increase
motivation managers can clarify individuals need, define the outcomes available from the
organization, and ensure that each individuals that individuals has the ability and support needed
to attain outcome. (DAFT 2003),

2.4 Reinforcement theory

The reinforcement approach to motivation is almost the antithesis of cognitive theories, since it
does not concern itself with the thought process of individuals an explanation of
behavior .According to reinforcement and therefore, it is not necessary to look for cogitative
explanation. Instead, the theory relies heavily on a concept called the low of effect, which state
that behavior having pleasant or positive consequences are more likely to be related and
behaviors having unpleasant or negative consequences are less likely to be related.

In the reinforcement process, stimuli provide a cue for a response or behavior that is then
followed by consequences. If we find the consequences rewarding, we are more likely to repeat
the behavior when the stimulus occur in the future.(BARTOL AND MARTIN,1998)

2.4.1 Type of reinforcement

Each type of reinforcement is consequences of either a pleasant or unpleasant event being
applied or withdrawn following a person’s behavior. The four type of reinforcement are:-

 Positive reinforcement:-is the administration of pleasant and rewarding

consequence following a desired behavior. A good example of positive
reinforcement is immediate praise for an employee who arrives on time or does a
little extra in his or her work. The pleasant consequence will increase the
likelihood of the excellent work behavior occurring again.(DAFT ,2003)
 Negative reinforcement:-is the removal of an pleasant consequences following
a desire behavior. Employees learn to the right thing by avoiding unpleasant
situations. it occurs when a supervisor stops criticizing reprimanding an
employee once incorrect behavior has stopped.(DAFT ,2003)
 Punishment:-it decreases the frequency of weak behavior by following
behaviors is undesirable consequence. Punishment can weaken behavior;
managers have to be careful to avoid the backlash that sometimes occurs when
employees are punished at work.
 Extinction:-is reinforcement strategy in which appositive consequence in no
longer allowed following a previously reinforced behavior. By removing the

II
 positive consequence, extinction weakness the behavior , making it less likely to
occur.(WILLIAM ,2000).

2.4.2 Schedules of reinforcement

Schedules of reinforcement pertain to the frequency with which and intervals over which
reinforcement occurs. A reinforcement schedule can be selected to have maximum impact on
employee’s job behavior. There are five basic types of reinforcement schedules’, which includes
continuous and four type of partial reinforcement.

 Continues reinforcement:-with a continues reinforcement schedule. Every occurrence

of the desired behavior is reinforced. This schedule can be very effective in the early
stages of learning new types of behavior, because every attempt has a pleasant
consequence.
 Partial reinforcement:-the reinforcement is administrated only after some occurrence
the correct behavior. There are four types of partial reinforcement schedule:-fixed
interval, fixed ratio, variable interval and variable ratio.
1. Fixed interval schedule:-reward employees of specified time intervals. If an employee
displays the correct behavior each day, reinforcement may occur every week. Regular
pay check or quarter bonuses are example of fixed interval reinforcement.
2. Fixed ratio schedule:-reinforcement occurs after a specified number of desired
responses say after fifth. For example paying a field hand $1.50 for picking 10 pounds of
peppers is a fixed ratio schedule.
3. Variable – internal schedule:- is administered at random time that cannot be predicted
by the employee. An example would be a random inspection by the manufacturing
superintendent of the production floor, at which time he or she commands employees on
their goal behavior.
4. Variable ratio schedule:-is based on random number of desired behavior rather than un
variable time periods. Reinforcement may occur sometimes after 5,10,15or 20 displays of
behavior.(Daft,2003)

2.5 Job design for motivation

A job in organization is a unit of work that a single employee is responsible for performing. A
job could include weighting thickets for parking violators in New york city or doing long range
planning for the discovery cable television channel. Jobs are important because performance of
their component may provide rewards that meet employee’s needs. An assembly line worker
may install the same bolt over and over, whereas an emergency room physician may install bolt
over and over, whereas an emergency room may provide trauma a victim with a unit treatment
package. Job design is the application of motivation theories to the structure of work for

II
improving productivity satisfies and satisfaction approaches to job design are generally classified
as job simplification ,job rotation ,job enlargement ,and job enrichment.(DAFT ,2003)

 Job simplification

Job simplification purpose task efficiently by reducing the number of tasks one person must do.
Job simplification is based on principles drawn from strategic management and industrial
engineering .Tasks are to be simple, repetitive and standardized. As complicity is stripped from a
job, the worker with low skill requirements can perform the job and the organization achieves a
high level of efficiency .Indeed workers are interchangeable because they need little training or
skill and exercise little judgments .As motivational technical however, job simplification has
failed .people routine and bring jobs and react in a number of negative ways, including
sabotaged, and unionization. Job simplification is compared with job rotation and enlargement.

 Job enlargement

Job enlargement combined series of task in to one new, broader job. This is a response to the
dissatisfaction of employees with over simplified jobs. Instead of only one job an employee may
be responsible for three or four and will have more time of do them. Job enlargements provide
job variety and a greater challenge for employees.

 job enrichment

Job enrichment incorporates high-level motivators in to growth, learning, and achievement. In an

enriched job employees have control over the resources necessary for performing it, make
decisions on how to do the work, experience personal growth and set their own work place.
(DAFT ,1991)

2.5.1 Job characteristics model

COR JOB DIMENNSIONS:-Hackman old man identified five dimensions that determine a job
motivational potential.

1. Skill variety:-the number of diverse activities that compose the job and the number of
skill used to perform it. A routine, repetitious, assembly line job is low in variety,
whereas an applied research position that entails working on new problems every day is
high variety.
2. Task identity:-the degree to which an employee performs a total job with a recognizable
beginning and ending. A chief who prepares an entire model has more task identity than a
worker on a cafeteria line who ladles mashed potatoes.

II
3. Task significance:- the job is perceived as important and having impact on the company
or consumers. People who distribute penicillin and other medical supplies during time or
emergencies would feel they have significant job.
4. Autonomy:-the worker has freedom discretion and self-determination in planning and
caring out tasks.
5. Feedback:- the job provide information back to the employee about his or her
performance. Job varies in their ability to let workers see the outcome of their efforts.
(DAFT ,2003)
 Critical psychological states: - the model posits those core job dimensions are more
rewarding when individuals experience psychological states in response to job design.
Skill variety, task identity, and task significance tends to influence the employee
psychological state of experienced meaningfulness of work. The work itself is satisfying
and provides intrinsic reward for the workers.
 Personal and work outcomes:-the impact of five job characteristics on the
psychological state of experienced meaningfulness, responsibility, and knowledge of
actual results leads to the personal and work outcomes of high work motivation, high
work performance, high satisfaction and low absenteeism and turn over.
 Employee growth –need strength:- the final component of the job characteristics
model is called employee growth –need strength , which means the people have different
need for growth and development. If a person want to characteristics model hass less
effect. When the person has high need for growth and development, include the desire for
personal challenge achievement and challenge work, the model is especially effective.
(DAFT, 2003)

II
 CHAPTER THREE
3 Research Design and Methodology
Research methodology is include; study design, target population, sample frame and size, sample
technique, source of data, method of data collection and at the end the processing and analysis

3.1 study design

The type of research design uses descriptive research and begins with well-defined subject and
the conduct research to describe it accurately and the outcome is detailed picture of the subject
because this types of research use to identify and obtain information on the particular area.
For the purpose of undertaking this study the student researcher uses primary and secondary
data. The primary data was obtained from administrative staff and human resource head of the
organization through questionnaire and structured interview. Secondary data include report
manual and document, and recorded material.

3.2 Target population

The target population of the study was administrative staffs who currently working in Assosa
university.
3.3 Sample frame and size
The sample frame is drawn from all administrative staff who currently working in the
organization. Even though it is known that more information is obtained from large size and
gives more accurate information. Due to shortage of time budget the student researcher was
forced to take the following sample size by using this formula;

n= sample size

Z = Confidence level

II
 p = probability of success (90%)
q= probability of failure
N= population
e= error term (10%)

3.4 sampling technique

The student researcher uses probability sampling since the probability of selection of each
respondent is known. Simple random sampling is used because each number of the population
under study has equal chance of being selected. The method involves selecting randomly from all
list of population (sample frame) to require number of subjects for the sample.

3.5 Source of data

Data in the research was gathered from two main source i.e. primary and secondary source of
data.
3.5.1 Primary source of data
Questionnaire; that contain relevant variables which contain both open and closed ended
question that developed by researcher and those distributed to the target population’.

Structured interview; structured interview is an interview that contains structured question used
to ask necessary information from selected persons.

3.5.2 Secondary source of data

Secondary source data is different written materials that includes;
 Books
 Documents
 Articles and
 Different researches

3.6 Methods of data collection

II
The student researcher used both opened and closed ended question in the form of questionnaire
and different written materials to collect data from employees of the organization.

3.7 Methods of data processing and analysis

After collecting the data from different sources, the researcher was use to analyze data
by using descriptive data analysis that encompasses qualitative and quantitative,
percentage, tabulation and statements.

The respondents are categorized based on age, sex and related personal data. Finally,
the data was analyzed by considering each questionnaires and interview separately.

II
 CHAPTER FOUR
4. Data Analysis and Interpretation
This part of the study presents analysis and interpretation, the data that are get from distribution
questionnaires from 55 respondents the questionnaire that were distributed for 65 respondents
but 10 of them are not collected.

4.1 Demographic characteristics of respondent

Table 4.1 sex and age of the respondent

Sex No Percentage

1 Male 25 45.5%

Female 30 54.5%

Total 55 100%

Age

2 18-25 22 40%

26-33 27 49%

34-49 6 11%

50 and above - -

Total 55 100%

Source Questionnaire, 2014

As the researcher understand from table 4.1 from the total sample population 25(45.5%) of the
population were male and 30(54.5%) of population were female, from the demographic
characteristics 22(40% of target population were between. The age of 18-25 27(88%) of

II
respondent age range coal between the age 26-33.6(11%) of total; respondent were between 34-
49 age range and there was no any respondent whose were town was 50 and above.

When try to conclude the above data there are large number of female respondent and the age
between 26-33 years old.

Table 4.2 Educational background and work experience

Sex No Percentage

3 Below diploma 18 33%

Diploma 25 45%

B.A 10 18%

M.A 2 4%

Work experience

4 Less than 5 years 55 64%

5-10 years 15 27%

11-15 years 5 9%

Above 15 years -

Total 55 100%

Source Questionnaire, 2014

As the above table indicate from the total sample respondent 18(33%) of the respondent have
below diplomas, 25(45%) of respondent from total sample have diploma, 10(18%) of respondent
have BA degree and 2(4%) have MA degree. On the other hand when we see were
experience ,35(64%) have less than 5 years’ work experience, 15(27%) of sample respondents
have work experience between 5-10 years of sample respondents have work experience between
11-15 years. And there is no respondent who work above 15 years.

To conclude the above majority respondent are diploma graduates and less than 5 years’ work
experience

II
4.2 perspectives of motivation
Table 4.3 Factors of Motivation

5 Which factor motivates Alternatives No Percentage

you most?
Salary increase 33 60%

Promotion 13 25%

Motivational talks 6 10%

3 5%

Recognition 3 5%

Total 55 100%

Source Questionnaire, 2014

As table 4.3 show from the total sample population 33(60%) of respondent Motivated by
increasing salary, 13(25) of respondent motivated by promotion, 6(10%) of respondent
motivated by motivational talk and 3(5%) of the total sample population are motivated by
recognition.

From the above one majority of total sample population were motivated by increase salary.

Table 4.4 Factor that influence performance

6 Do incentive and other Alternatives No Percentage

factor influence your
performance? Influence 52 95%

Does not influence 3 5%

No opinion n 0 0%

Total 55 100%

II
Source Questionnaire, 2014

Table 4.4 shows from the total sample population 52(91%) of respondents performance influence
by inactive and other factor 3(5%) of respondent performance are Does not influence and 0(0%)
of are no opinion.

So from the above data student researcher understand most of the respondent performances are
influence by incentive and other factors.

Table 4.5 Motivational tools

Alternatives No Percentage

7 Does the organization have Yes 35 64%

motivational tools of
employee? No 20 36%

Total 55 0%

Source, Questionnaire 2014

As table 4.5 implies that from the total respondent 35(64%) of respondent said that there is
motivational tools in the organization on the contrary, 20 (36%) of respondent said there is no
motivational tools in the organization.

From the above one can infer that the majority of the respondent was answered there is
motivational tool but it is not clear for the employees.

Table 4.6 the important of motivational tools

Alternatives No Percentage

8 If there is an employee Not important - -

motivational tool do you
think it is important? Some -what important 19 19%

Very important 14 25%

Especial 31 56%

Total 55 100%

Source Questionnaire, 2014

II
The above table show that, from the total sample respondent, 19(14%) of respondents was said
motivational tools are somewhat important 14(25%) of respondent says very important and
31(56%) of respondent said that motivational tools are essential.

From the above data the student researcher can conclude that the majority of respondents were
believe. The motivational tools were very important in the organization to achieve the goal.

Table 4.7 Applicable of motivational tools

Alternatives No Percentage

9 If your answer is yes for Not at all 46 83%

question No 7. Does a
motivational tool apply in Occasionally 6 11%
all area? Frequently 3 6%

Total 55 100%

Source, Questionnaire, 2014

As table 4.7 implies that from the total selected population 46(83%) respondent were reprised the
motivational tools are not applied of all, 6(11%) of respondents were respond that the tools
applied occasionally and 3(6%) of respondents were response that the tools are applied
frequently.

From the above data can conclude that the majority of respondent replied that motivational tools
are not applied at all in the organization and they give reason such as unclear and weak system
that applies it.

Table 4.8 the constraint for motivational tools

Alternative No Percentage

10 Does there are situations that are Yes 46 83%

constraint for motivational tools in
your opinion? No 9 17%

Total 55 100%

Source, Questionnaire, 2014

As the student researcher understand from the above table from the total respondents, 46(83%)
of respondents were replied there were constraint that interrupt the motivational tools and the rest

II
9(17%) were do not believe by the concept that there is constraint for motivational tools in the
organization.

From the above large number of respondent were replied yes there are constraint and they give
the following reason that are shortage of resource that are make employees motivate on their
work, weak relationship between leaders and employee, un suitable working environment and
etc. thus all are the reason of respondent who say yes for Question No 10.

Table 4.9 the motivational problem in the organization

Alternative No Percentage

10 Do you think there are no Yes 7 13%

motivational problems in your
organization? No 48 87%

Total 55 100%

Source, Questionnaire, 2014

As the table 4.9 indicates that from all selected respondent 7(13%) of respondent responded that
there is no motivational problem in organization but 48(87%) of respondents were replied there
is motivational problem n the organization.

From the above data large number of respondents were believe there is motivational problem in
the organization and the respondents have the following reasons for their response such as
corruption, low salary, lack transparency and accountability and biasness are some of the
problem .

Table 4.10 the focuses for motivation

Alternative No Percentage

10 Does a motivation have great focus Yes 11 20%

in your organization?
No 44 80%

Total 55 100%

Source, Questionnaire, 2014

II
From the above data that 11(20%) of the respondent were replied that there is a great focus to
motivation in the organization and the rest of 44(80%) of respondent were responded that there is
no great focus to motivation in the organization.

The above data elaborate that the majority of respondents were answered there is no great focus
to the motivation and gives some reasons such as the executives cannot perform it effectively
and efficiently.

Table 4.11 the motivation in the work place

Alternative No Percentage

11 Do you believe you are motivated Yes 8 15%

in your wore?
No 47 85%

Total 55 100%

Source, Questionnaire, 2014

As the above table implies from the total respondent 8(11%) were replied that they are motivated
in their work but the rest 47(85%) of respondent were replied that they are not motivated in their
work.

From the above data the student researcher summarize as follows. The majority of respondent
replied no and they list the factor that make them demotivated such as; low salary, Unfair
promotional activity and corruption like Nepotism are make them demotivated in their work.

Table 4.12 the effect of motivation on performance of employee

Alternative No Percentage

20 Do you believe motivation has Strongly - 83%

great effect on performance of disagree
employees?
Disagree - -

Undersides - -

Agree 3 5%

Strongly agree 52 95%

II
 Total 55 100%

Source, Questionnaire, 2014

Table 4.12 show that from the total selected respondent,3(5%) were agree by the concept
motivation has great effect on employee performance and the rest,52(95%) of respondent were
strongly agree by the above concept.

From the above data the student researcher concludes that all respondents were believe that
motivation has greater effect on the employee’s performance.

4.3 Interview analysis

By interview the human resource head the student researcher get the some information.

1. What does it look like motivation in your organization?

 The organization use motivation in different way to motivation employees that

increase productivity and achieve organization goals but the applicability of
motivation efficiently and effectively is not that much presently.

2. Do you think all administrative staffs in your organization are motivated?

 To some extent yes, but to fulfill needs of all employees and motivate them is
difficult because this need large amount of finance and resources.

3. What kind of motivational tools are applied to motivate the staff?

 Appraisal

 Promotion

 Certificates

 Award

 Reward (financial and non- financial)

 Incentives and bones

4. What are those affect the implementation of motivation of tools in your organization?

 Financial shortage

II
  Corruption

 Lack of transparency

 Biasness

5. –What is your overall suggestion about motivation in your organization?

 To motivate our employees the organization work continually and avoid the
hindrances to create good situation.

CHAPTER FIVE
5 CONCLUSIONS AND RECOMMENDATION
This part of the study summarized the main findings of the study and forwarded recommendation

5.1Conclusion
According to the data analysis and interpretation the researcher draw the following conclusion

 The numbers of male and female respondent are proportional. The majority of the respondent
age range is between 26-33 and also diploma graduates.

 The organization has motivational tools such as; appraisal, promotion, certificates, bones,
incentives and reward. That is very important to motivate employees but the applicability is
weak.

 The organization didn’t gives enough focus for motivation that direct effect on employee
work and productivity

 The employees of the organization are dissatisfied on their work because they get less
amount of payment.

 There is motivational problems in the organization that demotivate the employees on their
work such as;

 Shortage of finance

 Corruption (nepotism)

 Unfair promotional activity

 Weak relationship between leaders and followers

II
  Low salary

 To generalize, because of the above reasons employees of Jimma University

administrative staff are demotivated.

5.2 Recommendation
For the identified problem the following recommendation are forwarded accordingly:-

There is low applicability of motivation in the organization so that it was advisable for the
organization to apply motivation properly. The organization is expected to give awareness to the
leaders how, when and why to apply, budget enough resource, setting better procedures and
follow up for it.

In the organization, there are motivational problems that demotivated the employees such as low
salary corruption (nepotism), unfair promotion activities and weak relationship between leader
and employees. Those are the major cause. This problem leads to the employed to weak
performance and unproductivity, high turnover and hindrance for the organization to achieve the
goal. So that the organization is recommended to eradicate those problems by taking action such
like:

 Increase salary of employee

 Budget enough resource

 Better control and follow up

 Put on jail those who missed their responsibility

 Give equal promotional chance for all employees without sex and ethics difference

 Create better achievement to satisfy the employee.

II
 BIBLOGRAPHY
 John R. Schemerson.jr, (1996) management and organizational behavior, (second
edition), John wiry and son Inc.
 S.P. Robins, (2001) organizational behavior, (second edition) prentice hall Inc.
 R.D Agrawal, (2003) organization and management, (3rd edition) Tata Mc Grew hill
PLC.
 Fillippo E, B; P (1988). Personal Management 6th Edition Mc Grow Hill Book
Company, London,
 Graja 4.T (1998).Human Resource Management;( 3rd Edition), South Western
Publishing Company, Cinicnnati,Oh,
 Henman/Schwab/Fassum/OyerI (2000).Human Resource Management (3rd
Edition), Print Graph, India.
 Plunket and Atlner, (2001), Management,( 6th edition), south western, Thomson
publishing Co.
 Richard M.Hodgets and Donald Fkurakto (1991), Management,( 3rd edition),

HBJ publishers

 Schultz, K.,(1960). Organizational Behavior: Managing People and Organizations.( 6th

edition). New York: Houghton Mifflin Company
 Sheila Rich, Peter Martiny (2004)Motivation Management,7edition,
 Irwin McGraw-Hill, USA.
 Shri v.l. Sundar Rao and Smt.V Annapurna Devi,( 2000): Management,( 8th edition),
Delhi(india), Konark Published Ltd.

II
 Appendix I
Assosa University
College of Business and Economics
Questionnaire to be fill by administrative staff

An objective is to assess the employee’s motivation in case of Jimma University administrative

staff. The information you give play a great role for the successful completion of the study. So
please try to your at most level of offer relevant information.

I. I would like to assure you; confidentially that the information you give is remain closed.
Finally, I would like to say thank you for your collaboration

N.B

 You are not requires to write your name

 Use (√ ) this sign in the box for your selected answer
 Make brief your explanation on the blank as much as possible.
 Personal profile
1. Sex 1. Male 2. female
2. Age 1. 18-25 2. 26-33 3. 34-49 4. 50 and above
3. Educational level
1. Below diploma
2. Diploma
3. BA

II
 4. MA
4. Work experience
1. Less than 5 years
2. 5-10 years
3. 11-15 years
4. Above 15 years
5. Which of the following factors those motivate you most?
1. Salary increase 2. Promotion 3.motivational talk 4 recognition
6 Do you think that incentives and other benefits will influence your performance?
2. Influence 2. Does not influence 3. No opinion

7Does the company has motivational tools of employee?

3. Yes 2. . No
8. If there are employee motivation tools, do you think it is important for the organization?
1. Not important
2. Somewhat important
3. Very important
4. Essential
9. If your answer is yes for question no 7, thus motivational tool are applied at all in the
organization?
1. Not at all
2. Occasionally
3. Frequently
10. Do you believe there are situations that are constraint for the motivational tools?
1. Yes 2. . No
11. If your answer is yes for question No 9 what are the constraint in your opinion.

12. Do you think there are no motivational problems in your organization?

1. Yes 2. . No

II
13. Whether your answer for the above Question is yes or No please give brief reasons

14. Do you believe the motivation has great focus in your organization?
1. Yes 2. No
15. If your answer is yes for above Question please mention the measure actions that are
used as evidence for your answer?

16. If your answer is No for Question No 14 can you explain the impact of less focus on
motivational activity in the college?

17. Do you believe you are motivated in your work?

1. Yes 2. No
18. If your answer is yes, for the above Question what are the factors that are makes you
motivated in your work?
……………..
19. If your answer is No for Question No 17, what are the factors that make you demotivate
in your work?

……………………………………………………………………...
20. Do you believe motivation has great effect on performance of employees?
1. Strongly Disagree
2. Dis- Agree
3. Undecided
4. Agree
5. Strongly Agree

II
 21. Please briefly explain the strength the weakness of motivational tools in the
organization

 If you have any suggestion please write dawn.

Thank you

Appendix II
Interview
 The purpose of this interview is to collect additional information from human resource
leader.
1. What does it look like motivation in your organization?

2. Do you think all staff in organization is motivated? How?

3. What kind of motivational tools you applied to motivate the staff?

4. What are those affect the implementation of motivational tools in your organization?

5. What is your overall suggestion about motivation in your organization?

II
II