Approved Ma Thesis of Ayu 20201

MEKANE YESUS MANAGEMENT AND LEADERSHIP COLLEGE
DEPARTMENT OF ORGANIZATIONAL LEADERSHIP
THE IMPACT OF LEADERSHIP ON EMPLOYEE MOTIVATION PRACTICE:

IN THE CASE OF GIDDA AYYANA PARISH
BY:
AYELU GUDETA
ADVISOR: MELESE MEKASHA (PhD)
MY-MLC
ADDIS ABABA, ETHIOPIA
MAY, 2020
IMPACTS OF LEADERSHIP ON EMPLOYEE MOTIVATION PRACTICE
THE IMPACT OF LEADERSHIP ON EMPLOYEE MOTIVATION PRACTICE: IN

THE CASE OF GIDDA AYYANA PARISH
BY:
AYELU GUDETA
ADVISOR: MELESE MEKASHA (PhD)
A RESEARCH SUBMITTED TO EVANGELICAL CHURCH MEKANE YESUS

DEPARTMENT OF ORGANIZATIONAL LEADERSHIP IN THE PARTIAL
FULFILMENT FOR THE REQUIREMENT OF THE MASTERS OF ART (MA)
DEGREE IN ORGANIZATIONAL LEADERSHIP
MY-MLC
ADDIS ABABA, ETHIOPIA
MAY, 2020
I
CERTIFIOCATE OF APPROVAL
THE IMPACT OF LEADERSHIP ON EMPLOYEE MOTIVATION PRACTICE: IN THE CASE OF

GIDDA AYYANA PARISH
BY:
AYELU GUDETA
A thesis submitted to the Department of Organizational Leadership in partial fulfillment for the
requirements of Degree of Master of Arts in Organizational Leadership has been approved.
Advisor: Dr. MeleseMekashaWoldeyesSignature______ Date___________

External Examiner: ___________________Signature______ Date__________
II
DECLARATION
The researcher hereby declares that the thesis on the title, “Impacts of leadership on employee motivation
practice: the case of GiddaAyyana Parish”, is her original work and that all sources that have been
referred to and quoted have been dully indicated and acknowledged with complete references.
Name- ------------------
Sign. ____________
Date ________________
This thesis has been submitted for examination with my approval as the university advisor.
Advisor- Name: ________________________________
Sign. ________________________
Date _______________________
III
ACKNOWLEDGMENT
This study is focused on the“Impacts of leadership on employee motivation practice”. In the case
GiddaAyyana Parish. Above all I thank my God for helping me with everything of my life. Next,
during the study many groups and individuals had contributed to the successful completion of the
research work. Thus, I wish to extend our sincere appreciation and gratitude to the people who
supported us and provided the necessary encouragement to see the research to the end.
Firstly, and foremost I would like to express my heartfelt thanks to my lovely advisorDr.
MeleseMekasha. I really cannot put into words how incredibly grateful I am for everything he
has done for me. For everything he has taught me and for his professional advice and
constructive criticisms in my attempts to make this work a success, I sincerely thank him.
Secondly, I would like to offer my heartfelt thanks to Central Synod President Mr.
AsefaWayessa and his staffs for motivating me to study MA, recommend me and supporting me
ideally.
Thirdly, I would like to express my heartfelt thanks to EECMY Women Section and EECMY
Management members for their financial support from the beginning to the end of my MA study.
Fourthly, I would like to express my sincere love and appreciation for my husband, teacher
AyanaLemuandourfamilyfor their moral support and encouragement, and also their efforts to
overcome various challenges which affect my work as well as the life of the family.
Lastly, I would like tooffer my heartfelt thanks toGiddaAyyana Parish Leader

Rev.DerejeHailu,employees and executive board members for theirprofessionaladvice,material
as well as moral support starting from the initial to the completion of this research work.
IV
ACRONYM AND ABBREVIATION
EECMY: Ethiopia Evangelical Church MekaneYesus
HRM: Human Resource Management
REV: Reverend
ERG: Existence, Relatedness and Growth needs
ANOVA: Analysis of Variance
SPSS: Statistical Package for Social Science
V
ABSTRACT
Leadership impact seems to be one of the most important tools of human resource utilization.
The main objective of this study is to assess the impact of leadership on employees’ motivation
practice in GiddaAyyana Parish. Leader guiding the employees in a good direction and
motivating them; it is very crucial for the organization’s performance. Human resource is one of
the prime capitals in any organization, which is not only to improve the outcome but also to
compete with others. Hence, to improve the motivation of the employees is very important both
for competing and boosting up the organization’s performance. To accomplish this purpose, the
study employed a mixed research design. The study was carried out under randomly selected 28
congregations. A total of 399 individuals were participated in the study. Among them 202
employees were included as a sample through simple random sampling technique. Additionally,
197 leaders were included through purposive sampling technique. Questionnaire and interview
was the main instrument of data collection. The analysis of the quantitative data was carried out
by using percent and mean. The findings revealed that the impacts of leadership were the most
potent contributor to employees’ motivation practices. Furthermore, the result shown that,
utilizing the combination of various leadership impacts in combination was more important in
enabling employees. In general the findings supposed to conclude, the parish had not work
effectively on employee motivation practice to maximize the effectiveness of employees, and
thus employees were demotivated. Based on the findings, it is recommended that the parish
should use necessary alternatives of motivation factors for employees’ effectiveness.
VI
Table of Contents
DECLARATION....................................................................................................................................III
ACKNOWLEDGMENT.......................................................................................................................IV
ACRONYM AND ABBREVIATION.......................................................................................................V
ABSTRACT............................................................................................................................................VI
List of Tables................................................................................................................................................X
CHAPTER ONE:INTRODUCTION AND BACKGROUND OF THE STUDY.........................................1
1. INTRODUCTION....................................................................................................................................1
1.1 Background of the study...................................................................................................................1
1.2 Statement of the problem..................................................................................................................4
1.3 Objectives of the study.......................................................................................................................6
1.3.1 General objectives.........................................................................................................................6
1.3.2 Specific objectives........................................................................................................................6
1. 4 Research Questions...........................................................................................................................6
1.5 Significance of the study....................................................................................................................6
1.6 Limitations of the study.....................................................................................................................7
1.7 Delimitation of the study...................................................................................................................7
1.8 Organization of the thesis..................................................................................................................8
1.9. Conclusion.........................................................................................................................................8
CHAPTER TWO:REVIEW OF RELATED LITERATURE........................................................................9
2.1. Conceptual Definitions.....................................................................................................................9
2.1.1. Leadership......................................................................................................................................9
2.1.2 Motivation......................................................................................................................................10
2.1.2.1 The Conceptual Framework of motivation.............................................................................11
2.1.2.2 Characteristics’ of motivation..................................................................................................12
2.1.2.3. Importance of motivation.........................................................................................................13
2.1.2.4 Types of motivation....................................................................................................................13
2.1.2.4.1 Intrinsic motivation................................................................................................................14
2.1.2.4.2 Extrinsic motivation................................................................................................................14
2.1.2.5 The Theoretical Framework of motivation.............................................................................15
2.1.2.5.1 Content (Need) theory of motivation.....................................................................................15
2.1.2.5.2 Maslow’s hierarchy of need theory.......................................................................................16
2.1.2.5.3Alderfer’s ERG theory............................................................................................................17
VII
2.1.2.5.4 McClelland’s acquired needs theory.....................................................................................18

2.1.2.5.5 Herzberg Two-Factor theory.................................................................................................19
2.1.2.5.6 Process theories of motivation...............................................................................................20
2.1.2.5.7 Expectancy theory of motivation...........................................................................................20
2.1.2.5.8 Equity theory of motivation...................................................................................................21
2.1.2.5.9 Goal setting theory of motivation..........................................................................................21
2.2. Leadership and Employee Motivation..........................................................................................22
2.3. Motivation and employee performance........................................................................................23
2.4 Employees’ motivation and job satisfaction..................................................................................24
2.5 Factors associated with employee’s job motivation and satisfaction..........................................25
2.6 Employees’ motivation strategies and its challenges....................................................................27
2.7. Relation between Leadership and Motivation.............................................................................28
2.8. Conceptual Framework..................................................................................................................29
2.9 Conclusion.............................................................................................................................................29
CHAPTER THREE: RESEARCH METHODOLOGY..............................................................................30
3.1 Research design and strategy..........................................................................................................30
3.2 Research method..............................................................................................................................30
3.3 Sources of data.................................................................................................................................30
3.4. Sample size and sampling technique.............................................................................................31
3.5. Instruments for data collection......................................................................................................32
3.5.1. Questionnaire.............................................................................................................................32
3.5.2. Interview....................................................................................................................................32
3.5.3. Document analysis.....................................................................................................................32
3.6. Procedures of data collection.........................................................................................................33
3.7. Method of data analysis and interpretation.................................................................................33
3.8. Validity and Reliability Test..........................................................................................................33
3.9 Ethical consideration.......................................................................................................................34
3.10 Conclusion......................................................................................................................................34
CHAPTERFOUR:DATA PRESENTATION, ANALYSIS AND INTERPRETATION...........................36
4.1 Employee motivation and their personal background.................................................................36
4.1.1 Employees motivation and sex...................................................................................................37
4.1.2 Employees’ motivation and Age.................................................................................................37
4.1.3 Employees motivation and service year.....................................................................................38
VIII
4.1.4 Employees motivation and academic level.................................................................................38

4.2. Impacts of leadership on employees’ motivation practices.........................................................38
4.3 Practices on employees motivation.................................................................................................41
4.3.1 Employees work achievement....................................................................................................41
4.3.2 Employees work responsibility...................................................................................................42
4.3.3 Employees professional growth and development.................................................................43
4.3.4 Recognition of employees.........................................................................................................45
4.3.5 Parish policy and its administration.......................................................................................46
4.3.6 Employees advancement program..........................................................................................48
4.3.7 Supervision.................................................................................................................................49
4.3.8 Work design of the Parish........................................................................................................51
4.3.9 Work relationship.....................................................................................................................52
4.3.10 Employees professional status...............................................................................................53
4.3.11 Parish working condition.......................................................................................................55
4.3.12 Employees job security...........................................................................................................56
4.3.13 Incentive and benefit...............................................................................................................57
4.4 Correlation analysis.........................................................................................................................58
4.5 Comparing the effect of intrinsic and extrinsic factor.................................................................60
4.6 Priority of motivation factor...........................................................................................................61
4.7 Conclusion........................................................................................................................................64
CHAPTERFIVE:SUMMARY, CONCLUSIONSANDRECOMMENDATIONS.....................................65
5.1 Summary of the findings.................................................................................................................65
5.2 Conclusion........................................................................................................................................68
5.3 Recommendations............................................................................................................................69
APPENDIX I..................................................................................................................................................i
IX
List of Tables
Table 1 Impacts of leadership on employees’ motivation practice..............................................................39
Table 2 Employees’ work achievement.......................................................................................................41
Table 3 Employees’ responsibility to their work.........................................................................................42
Table 4 Employees professional growth and development practices..........................................................43
Table 5 Recognition of employees on their job...........................................................................................45
Table 6 Parish guidelines and its administration.........................................................................................46
Table 7 Employees’ advancement program in the parish office..................................................................48
Table 8 Supervision practices in the parish.................................................................................................49
Table 9 Work design of Gidda Parish..........................................................................................................51
Table 10 Employees work relationship in the parish...................................................................................52
Table 11 Employees’ status in the office community..................................................................................54
Table 12 Parish working conditions............................................................................................................55
Table 13 Employees job security in the congregation.................................................................................56
Table 14 Employees incentive and benefit in the congregation..................................................................57
Table 15 Correlation between dependent and independent variables..........................................................59
Table 16 The effect of intrinsic and extrinsic factors on employees’ motivation level...............................61
Table 17 Regression results on relative importance of the motivation factors............................................62
X
CHAPTER ONE:INTRODUCTION AND BACKGROUND OF THE STUDY
1. INTRODUCTION
The world in which we live in is increasingly becoming more interconnected. Whole societies,
economies, and political systems are becoming more intertwined as products and services are
exchanged across continents. Organizations continuously have to adapt to this evolving
landscape to survive or perish. In fact, what worked yesterday, may not work today. This
phenomenon is attributed to the impacts of globalization. There is no doubt that globalization has
impacted how leadership is practiced at a global level. This has created impacts on many
organizations and the global leaders who lead them. Therefore, it is important to understand how
the impacts of leadership can be used to effectively lead in a global environment.
Thus, the researcher would try to investigate the impacts of leadership on employees' motivation
practice; in the case of GiddaAyana parish.
1.1 Background of the study
Employee motivation is a very important process. Unfortunately, many leaders do not understand the
concepts, principles and mechanisms of motivation (Hauser, 2014). The question of motivation refers to
determining the factors and reasons that direct human behavior. One of the important management tasks
is to support employees to work more and better, and motivation plays an important role within. Business
successes of the company or organization cannot be achieved without employees who are devoted to their
work. Managers must take care about employees' motivation all the time and they must use appropriate
motivation tools or mechanisms. Only when a motivational mechanism connects the business and
individual goals of an individual to his or her individual needs; the use of the same is effective (Svetic,
2010).
Author Svetic (2010) the author presents several factors that enable effective employees’
motivation.
For the employees, especially those who are focused on goals and strive to achieve high
performance, new working challenges have to be always assured. In such a way, employees can
show their competencies and personal growth. It is also very important to involve employees in
the process of reciprocal work. It has been proven that the employees involved in such decision-
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making are better motivated to work. For employees it must be enabled to use all their
knowledge and skills to prove.
The next step is getting to know the purpose, which affects employee motivation. With
properCommunicationemployees are familiar with the company's goal and vision. It is necessary
toEmphasize the importance of direct, two-way communication between the employees and the
Management of the company which enables the management to verify if the employees correctly
understood the received information. The introduction of team work is the next factor, which has
a motivating effect on employees. Employees who are part of the team feel affiliated with the
group and are better motivated to work. Employees are better motivated in the case when their
reward is linked to the performance, having in mind that the employee's contribution is
measurable and accurately defined. With motivation employees' behavior is seeking to be
influenced, they are encouraged to make the best efforts in performing their work tasks.
Motivation responds to the question of why someone behaves in a certain way, why some
employees are more committed, making more effort and achieving greater performance than
others. Understanding the motivation and behavior of employees enables managers to adequately
plan actions for guiding employee behavior towards achieving the desired organizational
objectives. Valuing work and rewarding the employees’ and managers’ performance is crucial
for the short-term, long-term and project effectiveness of each enterprise. Human resource
management and development becomes increasingly important due to the new place and role of
human in all social processes as well as in their management.Basically, theories of leadership
stated that leaders can have a powerful impact on individual, group, and organizational outputs.
Further, follower motivation is thought to be a primary strategy through which leaders apply
their impacts. Therefore, it follows that if leaders need to enhance outcomes, they should
improve the motivation of their followers.The purpose of leadership is to shape knowledge of
individuals and groups with communication and support in order to cooperate in achieving
organizational goals. The leader must know himself and others well enough to influence the
knowledge of the subordinates and together with them to meet the set of goals. The counseling,
informing, assessing and developing co-workers is also considered within the framework of
leadership. In doing so, we need to be careful about the enthusiasm, relationship, culture, work
and the knowledge within the organization. Work motivation is a reflection of personal attitudes
towards group work and collaboration. Such as attitudes to every employee, motivation is also to
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some extent influenced by the factors of the leaders’ part, especially by the leaders’ wisdom
(Rawung, 2012). The motive to work is a major affected by employee itself. Successful
organizationsneedmotivatedemployees to make itself profitable and competitive in the rapidly
growing world.AccordingtoFreyandOsterloh (as cited in Castren and Muhammed, 2008) many
managers nowadays are not enough aware of the effect that motivation can have on their
business. Therefore, it is imperative that they learn and understand the importance of the factors
that determine positive motivation in the work place. Motivating employees has become one of
the most significant and most demanding activities for the human resource management in any
organization. Various organizations invest in effectual strategies to get motivated workforce to
compete in market (Rasheed, Aslam&Sarwar, 2010). But the main challenges for the
organizations are to create and promote the best human resource management practices and to
enhance the employee’s performance by implementing different strategies.
Scholars have proposed two general categories of motivation theories to explain the
psychological processes underlining employee motivation: content theories and process theories
(Kreitner&Kinicki, 2010). Content theories of motivation focus on identifying internal factors
such as instincts, needs, satisfaction and characteristics that energize employee motivation,
which encompass Maslow’s hierarchy of need theory, Alderfer’s ERG theory, McClelland’s
acquired needs theory and Herzberg’s two-factor theory. On the other hand, process theories of
motivation focus on explaining the process by which internal factors and cognitions influence
employee motivation, under which expectancy theory, equity theory, and goal setting theory are
included. Besides, the focus of this research is targeted only on the content theory of motivation.
This means employees are the core for the achievement of quality service delivery, thus,
identifying and understanding employees’ internal needs and characteristics that energize their
work motivation is very important. A typical quality of a motivated person includes a willing to
work, alignment of a person with the organization goal, commitment, an appetite to achieve, an
energy, drive and determination, persistence and orientation to work. In addition, improvement
of conditions of service for employees is a promising way of increasing employees’ motivation
and morale, making the profession more attractive, enhancing retention of employees’ and
improving the quality of human resource management. Although improving conditions of service
always has budget implications, changes in this area may be less costly and more effective than
an overall increase in employees’ salaries (Mulkeen, Chapman, DeJaeghere&Leu, 2007).
3
Gidda- Ayana sub- district is located in East Wollega Zone of Oromia Regional State and has
boarders with six sub-districts and the Regional State of BenishangulGumuz. As different
sources indicated, that GiddaAyana town was established in 1807, which was serving as
administrative center for the surrounding villages that were governed by the sub-land
lords.1GiddaAyana is located at a distance 445 km far away from Addis Ababa in the western
part of Ethiopia and it far away 112 km from Nekemtewhichis a zonal town of east wollega. The
GiddaAyana Parish is one of the Parish found under EECMY of Nekemte Central synod. The
Parish was established in 1991 EC. Since its establishment, the Parish has dedicated its most
effort to raise the entire employees and believers in terms of leadership effectiveness and
services. As a result employees and leaders were assigned by the Parish to improve their poor
service. Even if more changes were observed, the effectiveness of the parish to attract more
believers into the congregations was still not so much satisfactory. In addition, more employees
need to move to another work if this option was available to them. By the past 4 years the
researcher was serving in Gida Parish as an employees and organizational leader. On that period
of time the researcher observedthatthe employees’ interest to leave the institution and their poor
interested to participate in different activities of the organization. Thus, as an organizational
leader the researcher needed to assess the impacts of leadership on employees’ motivation
practices in Gida Parish.
1.2 Statement of the problem
Among other resources of organization, Human Resource (HR) is the most and critical one that
makes a difference in an organization performance. To use the HRs with interest and
commitment, it is true that an organization should place effective HRM strategies in practice.
Motivating workers to implement prominent performance work systems is one of the basic aims
of leadership principles that a successful organization can have. In light of this, quality of human
resource management is achieved effectively when employees are qualified and motivated. The
motivation level of employees has a significant factor in influencing the delivery of quality
service. Towards employee motivation Hardre and Reeve (as cited in Hardre and Sullivan, 2009)
pinpoint employee motivation is a critical need to address in organization, because motivational
features are malleable and can significantly influence the management, service achievement and
1
4
the future aspirations and intension of customers. It also facilitates employees’ turnover as well
as transferring to other sectors. The organization certainly wants its employees to have good
performance so that the process of achieving the goals goes smoothly. In realizing the desired
employee performance, there are many factors that influence employees, among others
leadership in the organization, organizational culture, compensation, motivation, work climate
and so on. Related to this, in this study will discuss two factors that are identified influencing
employee performance, namely, leadership and motivation (Ramadhani, 2016).Thus, the Gida
Parish should identify the motivation factors of employees under their organization. Because
understanding of these factors was important to create an environment that allows and
encourages an employee to be his or her best and itwas a win-win for the employee and the
organization (Robbins and Coulter, 2009). A survey was conducted on the impacts of leadership
on employees’ motivation practices in Gida Parish of 28 congregation areas. Since its
establishment, the Parish was dedicating its most effort to raise the entire employees and
believers in terms of leadership effectiveness and services. As a result, employees and leaders
were assigned by the Parish to improve their poor service. However, the employees of the parish
in the congregations were not so much effective and efficient in achieving the expected quality
of service due to different factors. Towards this the review meeting made by the parish executive
board coordination team (2010) E.C on job satisfaction among GidaAyana Parish congregation
employees revealed that, almost all employees were dissatisfied with their work situation. Due
to this, many employees got a loss of interest and the work was tiresome; there was no
motivating employee there by the leaders and no satisfaction, lack of stimulation, lack of
enthusiasm, and no incentive to provided service and a non-conducive atmosphere for the
profession.Despite the above problems, there had been deteriorating standards of professional
conduct, including misbehavior, poor human resource management process, lack of believer
satisfaction and general poor work performance. It was such a situation that prompted the
researcher to conduct a study on assessing the impacts of leadership on employee’s motivation
practices in Gidda Parish. In light of this the researcher was try to seek answer to the basic
research questions drawn and further to propose work able motivational practice in the selected
parish accordingly.
1.3 Objectives of the study
5
1.3.1 General objectives

The general objective of this research was to assess the impacts of leadership on employees’
motivation practices and to recognize the variabes which were the most predictor of employees’
motivation practices in Gidda Parish.
1.3.2 Specific objectives
Specifically, the research was conducted using the following specific objectives.
 To describe the impacts of leadership on employee’s motivation practice in GiddaAyana

Parish of Nekemte Central Synod.
 To identify the Parish current practice to improve employees work motivation practices.
 To prioritize the relative importance of each motivation factors on the employees work
motivation.
1. 4 Research Questions
The following research questions formulated for the study:
1. How does leadership affect employees’ motivation practices?

2. To what extent the Parish practicing on various motivation variables to improve the
employees work motivation?
3. Which motivation factor is the most significant predictor in determining employees
work motivation?
1.5 Significance of the study
In organization, motivation among employees is essential for the purpose of effective human
resource management process. Therefore, the finding of the research was expected to have in-
depth significance for the improvement of the Parish employees’ motivation practices by
prioritizing the motivating factors in the study area. Specifically, the results of this research have
the following importance for the organization leader, employees, human resource management
department, customers or believers and others. First, it helped the Parish managers to be aware of
the impacts of leadership on employees’ motivation practices. Second, it helped the organization
6
or the Parish leader to revisit their motivating strategies to make the employees more effective.
Thirdly, it gave the clear picture of employees’ motivation practices for congregation areas and
Parish. Lastly it served as the reference for further similar studies in the research area.
1.6 Limitations of the study
Even though the research has attained its objective, there were some inescapable limitations.
First, due to problem of COVID 19 caused in our country it was difficult to collect data deeply
from all selected samples. Second, while there are various models of motivation, due to the limit
of material resources; this research was not incorporating all models to see employees work
motivation. The assessment was run by focusing on the intrinsic and extrinsic motivation factors,
which are prepared based on Herzberg theory of motivation. In addition because of the limits
mentioned above, this research was conducted on impacts of leadership on employee motivation
practice of GiddaAyyanaParish. Therefore, to generalize the result for the parish’s employees,
the study would have involved more participants. Furthermore, the lack of similar research
works on the issue investigated in the study area impedes the researchers from consulting more
findings in the literature as well as in the discussion part.
1.7 Delimitation of the study
The research was delimited in both content wise and geographically. Regarding to content, this
research was delimited on assessing the impacts of leadership on employees’ motivation
practices on Herzberg theory of motivation. The practice was assessed on focusing the following
motivation variables; responsibility, professional growth and development, recognition,
administration, advancement, work itself, work relationship, working condition, incentives and
benefit. Because as Schermerhorn, et al. (2011) noted both intrinsic and extrinsic factors has
their own influence in the motivation level of employees.Geographically the scope of the study
was delimited to 28 congregation of the Parish. Therefore, the finding of this research was
generalized for Parish office of GiddaAyana.
1.8 Organization of the thesis
7
The thesis organized under five chapters. The first Chapter dealt with the introduction which
includes background of the study, Statement of the problem, objectives of the study, research
questions, and significance of the study, scope of the study; limitation and delimitations of the
study. The second chapter dealt with relevant literature reviews. The third chapter dealt with
research design and methodology. The forth chapter dealt with presentation, analysis and
interpretation of the data. Finally, the fifth chapter is dealt with summary, conclusion and
recommendations of the thesis.
1.9. Conclusion
In conclusion this chapter has outlined in brief the impact of leadership on employee’s
motivational practices for the best organizational achievement. Moreover, the rational of the
study, the statement of the problem, the objectives of the research, the main research questions,
and the significance of the study were identified.
Finally, the delimitation of the study, the limitation of the study, the organization of the thesis
(paper) was also described.
The following chapter, chapter two, focuses on a relevant of literature review, which explores
debates a sound literature related to motivation and leadership impact.
8
CHAPTER TWO:REVIEW OF RELATED LITERATURE

This chapter presented a theoretical knowledge of the phenomenon impact of leadership on
employee motivation practices. The chapter was organized in to different sections. Each section
has been strong power to release necessary information to conduct the study effectively as well
as to develop smart data collection instruments. In addition, the literature incorporated various
research findings on the issue impact of leadership on employee motivation practices which
helps the researcher to see various findings conducted in different areas.
2.1. Conceptual Definitions
2.1.1. Leadership
As Talat (2015), Leadership is wide spread process, which calls for authority, responsibility and
delegation of power. Leaders help to direct, guide and persuade their followers (employees)
towards achieving their personal and organizational goals and objectives. According to Kumar
(2014) leadership is defined as a process by which a person influences other to accomplish an
objective and directs the organization in a way that makes it more cohesive and coherent. These
are accomplished through the application of leadership attributes, such as beliefs, values, ethics,
character, knowledge, and skills. Leadership is the integrated sharing of vision, resources, and
value to induce positive change. It is the ability to build up confidence and zeal among people
and to create an urge in them to be led.
(Wammy&Swammy, 2014) defined leadership as a social influence process in which the leader
seeks the voluntary participation of subordinates in an effort to reach organization goals and
therefore a leader is a person who delegates or influences others to act so as to carry out specified
objectives. (Memon, 2014) defines leadership as process by which an individual influence the
thoughts, attitudes and behaviors of others by taking responsibility for setting direction for the
firm, others to see and visualize what lies ahead and figure out how to archive it.
Leslie (2013) asserts that leadership is the ability to influence people to willingly follow one’s
guidance or adhere to one’s decisions. On the other hand, who a leader is; one who obtains
followers and influence them in setting and achieving objectives. Leadership is the ability to
9
convince and mobilize others to work together as a team under his leadership to achieve a certain
goal. Leadership is the influencing process of leaders and followers to achieve a certain goal.
The first factor identified as influencing employee performance is leadership. Leadership is the
ability to influence the group towards the achievement of a predetermined goal. Leadership has a
strong influence on the progress of the organization. Leader quality is often regarded as the most
important factor that determines the success of an organization. Effective leaders are able to
influence their followers to have greater optimism, confidence and commitment to the goals of
the organization that has been determined. This has the consequence that every leader is obliged
to give serious attention in fostering, mobilizing and directing all potential employees in its
environment in order to realize organizational stability and improve employee performance
which oriented to organizational goals. The second factor that is identified as influencing
employee performance is motivation. Motivation is a conscious effort to influence a person's
behavior so that it leads to the achievement of a predetermined organizational goal. Motivation
becomes very important in the achievement of employee performance. Motivation affects a
person or individual to engage in activities and work which leads to goals as satisfaction.
Employees have strong desires arising from internal encouragement to engage and participate in
the organization by doing all the tasks and jobs that are charged and continuously the employees
will continue to dedicate themselves through all tasks and voluntary work because of the comfort
and pleasure which based on strong motivation (Ramadhani, 2016).
2.1.2 Motivation
Mboya (2013) defines motivation as the amount of energy (physical and mental) an individual
use in performing a task. Moreover, he went on saying that individual employee may be
motivated either based on individual factors (e.g. recognition, driving need) or organization
factors (e.g. enabling culture, feedback environment existence of an effective performance
management system leadership support and encouragement) etc. Employee motivation is
aproblem that many organizations face (Salman, Aamir, Asif, & Khan, 2015).Armstrong (2009)
defines motivation as the strength and direction of behavior and the factors that influence
performance behave in certain ways. The term ‘motivation’ can refer variously to the goals
individuals have, the ways in which individuals chose their goals and the ways in which others
try to change their behavior actionArmstrong went on explain that motivation is goal directed
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behavior or people are motivated when they expect that the course of action is likely to lead to
the attainment of a goal and valued reward one that satisfies their needs and wants. Also
(2009:317) Armstrong believe that motivation aimed to direct man power to achieve personal
goal and what the organization want to meet there for motivation is linked to influence working
performance in production or provision of services. Steers et al (2010:293) define motivation as
stimulus which energizes, direct, and sustain, human behavior in the work place moreover they
recognize the mutual relationship between the motivation and good performance of employee by
saying “without a highly motivated workforce that uses its brains, and just its backs competitive
advantage become highly problematic. Effective communication involves more than the verbal
transmission of information (Belndea, 2016). A lack of motivation has a negative effect on
employee morale andPerformance (Afful-Broni, 2012).
2.1.2.1 The Conceptual Framework of motivation
Motivation is purely a psychological topic but it is observed and taken as a multidiscipline one,
each different discipline introducing a new definition from its own point of view. But overall the
study of motivation is concerned, basically, with why people behave in a certain way. It is
concerned with why people choose a particular course of action in preference to others, and why
they continue with a chosen action, often over a long period and in the face of difficulties and
problems. Based on this concept different scholars define motivation in numerous ways. Some of
which are presented as follows.
Kondalkar (2007, p.101) defines motivation as “… the inner burning passion caused by need,
wants and desire which propels an individual to exert his physical and mental energy to achieve
desired objectives”. Another scholar Ivancevich (2009) defines motivation as;
“… is the set of attitude and values that predisposes a person to act in a specific goal directed
manner.” The author also describes motivation as “… an invisible inner state that energizes
human goal-directed behavior, which can be divided into two components; (1) the direction of
behavior (working to reach a goal) and (2) the strength of the behavior (how hard or strongly the
individual will work).” p.304
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In the same way Schermerhorn, Hunt, Osborn and Uhl-Bien (2011, p.110) defines motivation as
“…the individual forces that account for the direction, level, and persistence of a person’s effort
expended at work.” These writers used the word direction, level and persistence when defining
motivation; direction refers to an individual’s choice when presented with a number of possible
alternatives, level refers to the amount of effort a person’s puts forth, and persistence refers to the
length of time a person sticks with a given action. In addition,Halepota (as cited in Ajang, 2007,
p.10) defines motivation as “a person’s active participation and commitment to achieve the
prescribed results.” Halepota further presents that the concept of motivation is abstract because
different strategies produce different results at different times and there is no single strategy that
can produce guaranteed favorable results all the times.
Pinder (as cited in Latham and Pinder, 2005, p.486) also define work motivation as “… a set of
energetic forces that originate both within as well as beyond an individual’s being, to initiate
work-related behavior and to determine its form, direction, intensity, and duration.” Therefore,
the underlying concept of motivation is some driving force within individuals by which they
attempt to achieve some goal in order to fulfill some need or expectation (Robinson, 2004).
In general speaking, motivation is the great force that makes individual more effective as well as
organizations. Therefore, employees’ motivation is also important to achieve quality service.
Regarding to employees, Ofojebe and Ezugoh (2010) asserts that employees’ motivation is a key
to guaranteed quality service. Without efficient and effective employees in the organization,
qualitative service delivery cannot be achieved. That is why they should be motivated properly in
order to enhance quality in the human resource management system.
2.1.2.2 Characteristics’ of motivation
Cole (2004) states that understanding human motivation is a complex matter. Sometimes a
person’s motives may be clear to him, but quite puzzling to others. In other situations, both the
individual and those affected by his behavior understand what is driving him. In some situations,
especially where stress is involved, the individual concerned may be totally unaware of his
motives, whereas others may see them quite clearly. It is important for those in managerial and
supervisory positions to be aware of these issues, and to take account of their own prejudices in
this area of their work. This is because our efforts to understand others are colored by our
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attitudes towards them and the assumptions we make about their behavior. If we assume that a
particular group of workers is hardworking and reliable, we tend to treat them with respect and
trust; if, however, we see them as lazy and unreliable, we are likely to treat them as requiring
close control and supervision.
Therefore, as Bennell and Akyeampong (2007) describe measuring the determinants and
consequences of work motivation is complex because these psychological processes are not
directly observable and there are numerous organizational and environmental obstacles that can
affect goal attainment. Hence, understanding the characteristics of motivation has critical
importance for effectiveness of the organization. Accordingly,Kondalkar (2007) asserts the
following unique characteristics of motivation.
2.1.2.3. Importance of motivation
As scholars defined, work motivation refers to the psychological processes that influence
individual behavior with respect to the attainment of workplace goals and tasks
(Bennell&Akyeampong, 2007). Therefore, employee motivation is one of the policies of
managers to increase effectual job management amongst employees in organizations (Shadare et
al, cited in Manzoor, 2012). A motivated employee is responsive for the definite goals and
objectives he/she must achieve, hence he/she directs his/her efforts in that direction. Because the
individual’s basic human needs, his ability and willingness to perform and his past experience,
education and perceptions of the position he holds affect his performance in the entire system
(Robinson, 2004). Motivation formulates an organization more successful, because provoked
employees are constantly looking for improved practices to do a work, so it is essential for
organizations to persuade motivation of their employees. Getting employees to do their best
work even in strenuous circumstances is one of the employees most stable and greasy challenges
and this can be made possible through motivating them (Manzoor, 2012). For this reason,
motivation is very important for an organization and the individuals because of the following
benefits it provides (Manzoor, 2012).
2.1.2.4 Types of motivation
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In seeking to understand the motivational processes, it is perhaps necessary to distinguish two

types of motivation namely: the intrinsic and the extrinsic (Robinson, 2004). Each of them will
be described clearly here under.
2.1.2.4.1 Intrinsic motivation
Intrinsic motivation is related to ‘psychological’ rewards such as the opportunity to use one’s
ability, a sense of challenge and achievement, receiving appreciation, positiverecognition and
being treated in a caring and considerate manner. The psychological rewards are those that can
usually be determined by the actions and behavior of individual managers. It also refers to
motivation that is driven by an interest or enjoyment in the task itself, and exists within the
individual rather than relying on any external pressure (Kondalkar, 2007). Intrinsic motivation is
based on taking pleasure in an activity rather than working towards an external reward. It is
positively valued work outcomes that the individual receives directly as a result of task
performance; they do not require the participation of another person or sources (Schermerhorn, et
al., 2011). Regarding to this Herzberg believes that people are turned on and motivated by high
content jobs that are rich in intrinsic reward. Therefore, intrinsic motivation increases the
individuals’ job satisfaction as well as the organization bargaining power.
2.1.2.4.2 Extrinsic motivation
Extrinsic motivation is related to ‘tangible’ rewards such as salary and fringe benefits, security,
promotion, contract of service, the work environment and conditions of work. Such tangible
rewards are often determined at the organizational level and may be largely outside the control of
individual managers. Extrinsic motivation is deals with behaviors’ that are motivated by factors
external to the individual (Robinson, 2004). In other way extrinsic motivations are positively
valued work outcomes that are given to an individual or group by some other person or source in
the work setting. They might include things like sincere praise for a job well done or symbolic
tokens of accomplishment such as ‘employee-of-the-month’ awards (Schermerhorn, et al., 2011).
External motives indicate the presence of specific situations where internal needs arise.
Accordingly,Staw (as cited in Robinson, 2004) examined the evidence of intrinsic and extrinsic
motivation and concluded that the administration of both intrinsic and extrinsic rewards can have
14
important effects on a person’s task attitudes and behavior. The joint effect of intrinsic and
extrinsic rewards may be quite complex, but the interaction of intrinsic and extrinsic factors may
under some conditions be positive and under other conditions negative. In practice, however,
extrinsic rewards are relied upon heavily to induce desired behavior and most users of rewards
will positively affect an individual’s interest in a task. Besides, teachers are primarily motivated
by intrinsic rewards such as self-respect, responsibility, and a sense of accomplishment. Thus,
administrators can boost morale and motivate teachers to excel by means of participatory
governance, in-service management, and systematic, supportive evaluation.
2.1.2.5 The Theoretical Framework of motivation
There are many competing theories that attempt to explain the nature of motivation. These
theories may all be at least partially true and help to explain the behavior of certain people at
certain times. These motivation theories can be divided into two broad categories; content theory
and process theory of motivation. Theories of both types contribute to our understanding of
motivation to work, but none offers a complete explanation. Efere (2005, p.110) asserts “in
studying a variety of theories, our goal is to gather useful insights that can be integrated into
motivational approaches that are appropriate for different situations.” Even if, the general
concept of motivation has been established in developed countries and most research on teacher
motivation has also been carried out there, this part begins with the major motivation theories
that plays as the overall framework to this study is assessed and presented as follow.
2.1.2.5.1 Content (Need) theory of motivation
As the name implies the content theories of motivation focuses on “what” motivates a person
(Efere, 2005). Content theories of motivation focus primary on individual needs; that is,
physiological or psychological deficiencies that we feel a compulsion to reduce or eliminate.
Furthermore, the theory tries to explain work behaviors based on pathways to need satisfactions
and the influence of blocked needs (Schermerhorn, et al., 2011). Content theory of motivation
suggests that managers should be able to understand individual needs and create work
environment that respond positively to them. Some of the known content theories of motivation
are Maslow’s hierarchy of need theory, Alderfer’s ERG theory, McClelland’s acquired needs
15
theory, and Herzberg’s two-factor theory. Robbins and Coulter (2009, p.357) describe “although
more valid explanations of motivation have been developed, these early theories are important
because they represent the foundation from which contemporary motivation theories were
developed and because many practicing managers still use them.”
2.1.2.5.2 Maslow’s hierarchy of need theory
One major contribution in the study of motivation is the Hierarchy of needs theory by Abraham
Maslow (Efere, 2005). Maslow believed that if a member of staff had problems in or outside the
work place, she/he would bring these problems to work, which would have an adverse effect on
their performance at work. So, this meant that the best way to motivate the staff would be to
identify their problems in order to help the staff to handle their problems. This could be by
advice, counseling, guidance or practical help (Efere, 2005). The hierarchy of needs is based on
the assumption that individuals are motivated to satisfy a number of needs and that money can
directly or indirectly satisfy only some of the lower needs (Rue &Byars, 2009). Thus, Maslow
goes on to explain his theory by looking at the nature of human needs as the starting point. He
said that human needs were in hierarchical form, which looks like a pyramid with five layers or
hierarchy. Physiological needs are basically the needs of the human body that must be satisfied
in order to sustain or survival life, which include: shelter, food, water, air to breathe, clothing,
rest, sleep and sex. Safety and security needs are about a human’s desire to live in safe, secure,
stable, not hostile and peaceful environment. Since all employees have (to some degree) a
dependent relationship with the organization, safety needs can be critically important. This
would include: physical safety, health safety, and job security.
Love and affiliation needs which could be described as belongingness needs or is people’s desire
to be affiliated to something or person and the desire to have a sense of belonging to others. This
would include: friendship, affection, social activities and family union, receiving and giving
love, feelings of belonging and human contact.
Ego and self-esteem needs are human needs which include: desire to achieve, properly founded
self-respect, confidence, reputation, independence and freedom, prestige, recognition, respect
from others, attention, appreciation and alike. These needs influence the development of various
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kinds of relationships based on adequacy, independence and the giving and receiving of
indications of esteem and acceptance (Rue &Byars, 2009). .
Self-Actualization needs which represent the highest level of self-fulfillment, that is, the need of
people to reach their full potential in applying their abilities and interests to functioning in their
environment. These describe the desire to develop and demonstrate one’s creativity, abilities,
capabilities and a desire to be a specialist in an area of knowledge. The need for self-
actualization is never completely satisfied; one can always reach one step higher (Rue &Byars,
2009).
Maslow went further and explained that people would seek to satisfy the physiological (basic)
needs first. That there is an automatic mechanism which exists so that once the physiological
needs are satisfied, the safety and security needs automatically presents themselves to be
satisfied and once the safety and security needs are satisfied, then the next layer of needs (love
and affiliation) present themselves to be satisfied and so it goes up to self-actualizations needs
(Robinson, 2004). Once a need has been satisfied, it is no longer a motivator, which means that
there is a constant desire to satisfy the next layer of needs. Maslow believed that by helping staff
to satisfy their needs, they would be motivated on the job. If this is so, then managers should
endeavor to know and understand their staff quite well to successfully apply the provisions of
this theory.
Towards this theory Schermerhorn et al., (2011) describes that the concept of a need hierarchy
assumes that some needs are more important than other and must be satisfied before the other
needs can serve as motivators. Moreover, Schermerhorn et al., studies also report that needs vary
according to a person’s career stage, the size of the organization, and even geographic locations.
2.1.2.5.3Alderfer’s ERG theory
Clayton Alderfer was a psychologist whose motivational theory was derived from that of
Abraham Maslow’s hierarchy of needs theory (Efere, 2005). Alderfer believed that Maslow’s
five hierarchies (layers) of needs could be condensed into three layers called Existence,
Relatedness and Growth needs (ERG). He explains these needs as follow (Efere, 2005).Like
Maslow, Alderfer suggests that individuals’ progress through the hierarchy from existence needs
17
to relatedness needs to growth needs as the lower-level needs become satisfied. However,
Alderfer suggests these needs are more a continuum than hierarchical levels (Schermerhorn et
al., 2011). More than one need may be activated at the same time. Individuals may also progress
down the hierarchy. There is a frustration–regression process. For example, if an individual is
continually frustrated in attempting to satisfy growth needs, relatedness needs may reassume
most importance. The lower-level needs become the main focus of the individual’s efforts.
2.1.2.5.4 McClelland’s acquired needs theory
While recognizing that people have many different needs, the work of David McClelland
identified three needs: achievement, power and affiliation (Schermerhorn et al., 2011). The use
of the term need in this approach is different from the hierarchy of needs approach in that, under
this approach, the three needs are assumed to be learned, whereas the need hierarchy assumes
that needs are inherent (Rue &Byars, 2009). The three needs of McClelland are discussed below.
Need for achievement (nAch) - is the desire to do something better or more efficiently, to solve
problems or to master complex tasks than it has been done before (Rue &Byars, 2009).
McClelland’s suggests that nAch is not hereditary but results from environmental influences, and
he has investigated the possibility of training of people to develop a greater motivation to
achieve (Robinson, 2004). According to Efere (2005) the people with high achievement motive
are innovative, prefer moderate task difficulty, prefer personal responsibility for performance of
their work, prefer unambiguous feedback on their performance and to them money is not
normally a motivator as it serves only as an evidence of their performance
Someone with a high need for achievement prefers individual responsibilities, challenging goals
and performance feedback. On the otherhand McClelland believes that for people with a high
achievement motivation, money is not an incentive but may serve as a means of giving feedback
on performance (Robinson, 2004). High achievers seem unlikely to remain long with an
organization that does not pay them well for good performance. Money may seem to be
important to high achievers, but they value it more as symbolizing successful task performance
and goal achievement. But money is a direct motivator for people with low achievement motive
(Robinson, 2004).
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Need for power (npower) - is the desire to control others, to influence their behavior, or to be
responsible for others. Someone with a high need for power seeks influence over others and likes
attention and recognition. McClelland has also suggested that the effective manager should
possess a high need for power. However, the effective manager also scores high on inhibition.
Power is directed more towards the organization and concern for group goals, and is exercised on
behalf of other people. This is ‘socialized’ power. It is distinguished from ‘personalized’ power,
which is characterized by satisfaction from exercising dominance over other people and personal
aggrandizement (Robinson, 2004).
Need for affiliation (nAff) - is the desire to establish and maintain friendly and warm relations
with others. Someone with a high need affiliation is drawn to interpersonal relationships and
opportunities for communication.
This approach assumes that most people have developed a degree of each of these needs, but the
level of intensity varies among people. For example, an individual may be high in the need for
achievement, moderate in the need for power and low in the need for affiliation. This
individual’s motivation to work will vary greatly from that of another person who has a high
need for power and low needs for achievement and affiliation. Thus, under this approach to
motivation, when a need’s strength has been developed, it motivates behaviors or attracts
employees to situations where such behaviors can be acted out (Rue &Byars, 2009). Therefore,
because each need can be linked with a set of work preference, McClelland encouraged
managers to learn how to identify the presence of nAch, nAff, and power in them and in others
(Efere, 2005).
2.1.2.5.5 Herzberg Two-Factor theory
In the 1950's psychologist Frederick Herzberg proposed a theory of motivation that focuses on
the job and on the environment where work is done. Herzberg, however, has concentrated on
studying how Maslow’s needs operate at work, in the employment situation (Robinson, 2004).
To Herzberg, there are two groups of needs. One set of the need causes’ dissatisfaction; these
related to the job environment or the context in which the job was performed and thusextrinsicto
the job itself. Herzberg labeled these as the HygieneorMaintenance factors. Rue and Byars
(2009, p.270) describes “maintenance factors are preventive in nature”, this means, they do not
19
produce motivation but can prevent dissatisfaction from occurring. Thus, proper attention to
maintenance factors is a necessary but not sufficient condition for motivation. The presence of
the second set of needs leads to feelings of satisfaction. This relates to the job itself, and
Herzberg named this as MotivatorsorGrowth factors. The next figure indicates the clear
distinction that occurs between hygiene and motivator factors of Herzberg.
2.1.2.5.6 Process theories of motivation
Process or cognitive theories of motivation focus on conscious human decision processes as an

explanation of motivation. The process theories are concerned with determining how individual
behavior is energized, directed and maintained in the specifically willed and self-directed human
cognitive processes. Process theories of motivation are based on early cognitive theories, which
posit that behavior is the result of conscious decision-making processes (Cole, 2004).
Process theories of motivation attempt to identify the relationships among the dynamic variables,
which make up motivation (Robinson, 2004). They provide a further contribution to our
understanding of the complex nature of work motivation. Many of the process theories cannot be
linked to a single writer, but major approaches and leading writers under this heading include:
Expectancy-based model – Vroom, Equity theory – Adams, and Goal theory – Locke. These
theories of motivation clearly described with their distinct features and implication for workers
job satisfaction as follow.
2.1.2.5.7 Expectancy theory of motivation
Victor Vroom expectancy approach to motivation is based on the idea that employee beliefs
about the relationship among effort, performance and outcomes as a result of performance and
the value employees place on the outcomes determine their level of motivation (Rue &Byars,
2009). According to the theory, an employee will work smarter and/or harder if he believes his
additional efforts will lead to valued rewards. The expectancy approach postulates that an
employees’ level of motivation depends on three basic beliefs: expectancy, instrumentality and
valence. Expectancy refers to the employee’s belief that his or her effort will lead to the desired
level of performance. Instrumentality refers to the employee’s belief that attaining the desired
level of performance will lead to certain rewards. Lastly, valence refers to the employee’s belief
20
about the value of the rewards. All three of these factors are expected to influence motivation in
a multiplicative fashion, so that for an individual to be highly motivated, all three of the
components of the expectancy model must be high.And, if even one of these is zero (e.g.,
instrumentality and valence are high, but expectancy is completely absent) the person have not
motivation for the task (Kondalkar, 2007). Thus, managers should attempt to ensure that their
employees believe that increased effort would improve performance and that performance will
lead to valued rewards. The next diagram shows the relationship that exists between the three
factors.
2.1.2.5.8 Equity theory of motivation
Ejiogu (as cited in Ofojebe and Ezugoh, 2010) identifies the equity theory as an important
motivational theory which focused on fairness and justness. Equity theory asserts that the main
way in which a person evaluates his job is by comparing his own work experiences with those of
other people. Such affects his feelings and performance in the job. Therefore, according to the
equity theorists, a person’s feeling to job satisfaction or dissatisfaction is a product of his
computation of the ratio of the person’s job inputs (such as organizational qualifications,
experiences, skills, age and effort) to the outcome he/she gets from the job example his salary,
status and fringe benefits including the person’s comparison whether just or unjust with others in
the same cadre in other places. The presence of inequity in a person creates tension in that person
that is proportional to the magnitude of the inequity (Robinson, 2004). Furthermore, the tension
motivates someone to achieve equity or to reduce inequity. The strength of the motivation varies
directly with the amount of inequity. As Rue &Byars (2009) and Robinson (2004) indicate a
person might take several actions to reduce inequity. If the employee is able to achieve a ratio of
inputs to outputs that he perceives to be equitable, then the employee will be satisfied. The
employee's evaluation of input-to-output ratios and subsequent striving to achieve equilibrium is
an ongoing process. As Ofojebe and Ezugoh (2010) describe the equity theory is normally
associated with pay satisfaction as the case may be. In the school system, it is usually associated
with teachers’ salary, remuneration, working conditions and other benefits. Generally, equity
theory draws attention to one role of social comparisons in influencing satisfaction. The
implication of this model in management is that the manager must always ensure not only that he
21
is fair. This calls for a more dynamic approach to problem of employee motivation in an
organization. The notice of equity is the major force.
2.1.2.5.9 Goal setting theory of motivation
The goal-setting theory posits that goals are the most important factors affecting the motivation
and behavior of employees. This motivation theory was developed primarily by Edwin Locke
and Gary Latham. Goal-setting theory emphasizes the importance of specific and challenging
goals in achieving motivated behavior. Specific goals often involve quantitative targets for
improvement in a behavior of interest. Research indicates that specific performance goals are
much more effective than those in which a person is told to ‘do your best.’ Challenging goals are
difficult but not impossible to attain (Lunenburg, 2011). Empirical research supports the
proposition that goals that are both specific and challenging are more motivational than vague
goals or goals that are relatively easy to achieve.
Goal setting theory involves the conscious process of establishing levels of performance in order
to obtain desired outcomes. If individuals or teams find that their current performance is not
achieving desired goals, they are motivated to increase effort or change their strategy (Locke &
Latham, 2006, as cited in Cramer, 2012).
The decision to set a goal results from dissatisfaction with current performance levels. Setting a
goal provides structure to direct actions and behaviors to improve the unsatisfactory
performance. Locke and Latham (2002) found a direct linear relationship between goal
difficulty, level of performance and effort involved. The direct linear relationship will stay
positive, as long as the person is committed to the goal, has the requisite ability to attain it, and
does not have conflicting goals (Locke & Latham, 2006). The goal setting theory states that
several conditions are particularly important in successful goal achievement. These include goal
acceptance and commitment, goal specificity, goal difficulty and feedback.
2.2. Leadership and Employee Motivation
Research has revealed much about the determinants of employee motivation, yet leaders
continue to struggle with motivating employees. How can leaders effectively motivate their
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employees? The answer is quite elusive, as humans are fickle creatures with a vast array of wants
and needs that change and evolve over time. However, if leaders are intentional in their efforts to
engage employees, they can succeed at increasing employee motivation. Here are a couple of
recommendations.
First, leaders must know their employees intimately in order to determine their wants and needs.
Leaders must engage employees at work and be intentional about making time to get to know
each employee. This includes taking an interest in employees outside of the office (Tracy, 2017).
Leaders need to create touch points with employees on a weekly basis. Ideally, leaders would
have a daily touch point with each employee. The idea is to maintain an open line of two-way
communication with each employee. This does not necessarily need to occur face-to-face on a
daily basis, but can include other forms of communication. “Managers who use a combination of
face-to-face, phone, and electronic communication are the most successful in engaging
employees” (Harter & Adkins, 2015, para. 6). A weekly one-on-one meeting with each employee
is a great way to facilitate face-to-face touch points. One-on-one meetings between leaders and
employees can be highly effective if done well. To do one-on-one meetings well, leaders need to
be consistent and be intentional about how they use this time. Leaders who continually schedule
and then cancel one-on-one meetings send a message to the employee that the meetings are not
important...or even worse, that the employee is not important. Therefore, leaders must have a
schedule and stick to it (Hedges, 2013). Another key aspect of doing one-on-one meetings well is
for leaders to be fully present. There is no argument that leaders are extremely busy and are
balancing more responsibilities than ever before. However, leaders must be physically, mentally,
and emotionally present during one-on-one meetings. “Giving someone our full, uninterrupted
presence is a gift that makes a big impact” (Hedges, 2013, para. 10).
Furthermore, leaders must ensure that one-on-one meeting time effectively adds value to the
employee and to the organization. Therefore, should promote leader-employee intimacy,
employee development, and achievement of organizational goals. One way to ensure one-on-one
meetings stay focuses is to prepare discussion points. While mutual agreement on an agenda in
advance for one-on-one meetings is not necessary, having a list of points that the leader would
like to discuss can help keep the conversation focused. Likewise, leaders should encourage the
employee to bring some discussion points to the meeting as well. “In other words, you need
some structure but not too much” (Knight, 2016, para. 4). Through these regular one-on-one
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meetings, as well as other regular and frequent touch points, leaders can get to know and
understand their employees on a deeper level. Just like Here, leaders develop trust and truly get
to know their employees and what drives them; they learn what causes them to do what they do.
In doing so, leaders engender loyalty which serves as a great motivator for the employee.in any
relationship; the more time people spend together, the more they get to know each other.
2.3. Motivation and employee performance
Motivation affects employee performance (Caillier, 2014). Janus and Browning (2014) noted the
practice of leaders using monetary incentives to influence motivation. The consequences of the
motivation process can either be positive (incentive motivation) or negative (fear motivation;
Kumar &Misra, 2012). A person’s motivation is dependent on the strength of his or her motives
Towards the achievement of goals (Kumar &Misra, 2012). Motivation affects employee
performance, and one of the factors that influence employees’ motivation is reward (Obeidat,
Mitchell, & Bray, 2016). Paychecks motivate employees (Mazzei, 2014). In addition,
performance-related pay, which is a reward system that some organizations consider a
motivational tool to influence employee performance, is motivating (Sarwar, Aftab, Arif,
&Naeem, 2014). Though Ankomah, Kumah, and Karikari (2016) found that employees morale
was low despite financial incentive and found that nonfinancial incentives (e.g., working
environment) play an important role in motivating employees. Mazzei (2014) stressed that
communication is critical to employee motivation. Communication is 50% of motivation in
addition to other factors that motivate employees, such as paychecks (Mazzei, 2014). Kumari
(2014) found that employees have achievement motive. Another factor that normally affects
employee performance is the work environment (Barikaniet al.2013). Nevertheless, the
assumption has been that employees’ levels of performance depend on their ability and
motivation, and all things being equal concerning ability, employee level of performance directly
reflects the degree of employee motivation. Some managerial skills include knowing why to
motivate employees and how to do so (Barikani et al., 2013); these are important to enhance
employee motivation and performance.
2.4 Employees’ motivation and job satisfaction
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Before defining employee motivation, it seems useful to briefly look at job satisfaction, as
motivation and satisfaction are complex and pragmatic concepts, and are often applied
interchangeably. Evans (as cited in Tanaka, 2010, p.15) defines satisfaction as “… a state of
mind determined encompassing all those feelings by the extent to which the individual perceives
her/his job related needs to be being met.” Furthermore, in her quantitative analysis of the five
francophone countries, Michaelowa (as cited in Tanaka, 2010, p.15) defines employees job
satisfaction as “… an indication of employees’ well-being induced by the job” and motivation as
“their willingness, drives or desire to engage in good work, to examine whether job satisfaction
does or does not translate into motivation.” Similar to job satisfaction, the concept of employee
motivation is not uniform. Hoy and Miskel (as cited in Bennell and Akyeampong, 2007, p.4)
define motivation as “… a combination of factors that start and maintain work-related behaviors’
toward the achievement of personal goals.” Alternatively, Bennell and Akyeampong (2007)
emphasize motivation as a employee’s state rather than the set of factors themselves that
influence such a state.
Therefore, it is certainly true that nearly all human resource management strategies and reforms
now focus on improving employee’s competence and the working environment and the
promotion of greater school autonomy, all of which can improve teacher motivation
(Bennell&Akyeampong, 2007). When studying the existing state of teacher motivation, it is
essential to examine both the intrinsic and extrinsic factors affecting them.
Accordingly, Tufail et al. (2012) states an employee who is intrinsically motivated may be
observed to undertake a task for its own sake, for the satisfaction it provides or for the feeling of
accomplishment and self-actualization. On the other hand, an extrinsically motivated employee
may perform the activity/duty in order to obtain some external rewards. Extrinsic motivation
plays an important part in people's life. It is very important to strong in influencing a person's
behavior. Therefore, the aim of the organization should be to build on and enhance the intrinsic
motivation for employees to work effectively and at the same time, to supply some extrinsic
motivation along the way for organization improvement to achieve quality service (Tufail et al.,
2012). By supporting this, Rue &Byars (2009) asserts satisfied employees are preferred simply
because they make the work situation a more pleasant environment.
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2.5 Factors associated with employee’s job motivation and satisfaction
To date, only a handful of studies have been undertaken that comprehensively analyze in a robust
manner the key determinants of teacher motivation in the developing country context. In
developing countries, employees tend to value factors that are more extrinsic, such as non-salary
benefits, working conditions and professional status, many of which are inadequate in these
countries; while they also tend to be strong in the conviction that they can make a significant
contribution to society. A survey in Mozambique suggests that the most common factor that can
improve employees’ performance and happiness is salary, followed by material working
conditions, training and administrative procedure (Tanaka, 2010).
According to Shann (2001, p.69) “teachers were uniformly dissatisfied with their level of
participation in decision making.” This implies that denial of opportunities for employees to
participate in decision-making may make them dissatisfied with their job. A study by Moses (as
cited in Berhan, 2007) tended to support the view that levels of dissatisfaction relate to extrinsic
factors. She concluded that tenured and well-paid employment provides satisfaction of the lower-
order needs, whereas prestigious and autonomous work enables coworkers to satisfy to a greater
degree higher-order needs than is possible for the general population (e.g., esteem need and the
need for self-actualization).
Therefore, various factors that dissatisfy employees’ in developing countries, as researched by

different scholars, were numerous and majority of them are specific in some situations and others
are common in all areas. Some of these factors are described clearly as follow.
The low and declining status of employees in many LIDCs clearly impacts on the overall levels
of employee motivation. (Bennell, 2004). Occupational status depends on the ‘public valuing’ of
the competence, role and overall contribution of a particular occupation to individual and societal
welfare (Bennell&Akyeampong, 2007). Occupations that have attained professional status share
a common set of characteristics including a high level of management and training, a strong ideal
of public service with an enforced professional code of conduct and high levels of respect from
the public at large.
Policy implementation, such as reform and incentive provision and employee management may
influence all employees’ equally, but employees are different not only in terms of their
26
qualifications but also with regard to their identities and personalities, which are shaped by
values and beliefs, and even the places in which they live and work (Tanaka, 2010). Thus, human
resource management at all levels (woreda, zone, region and Ministry of civil service) is
critically important in ensuring that teachers are adequately motivated (Bennell&Mukyanuzi,
2005). Bennell&Mukyanuzi also emphasized that management effectiveness is the combined
outcome of management systems and the commitment and competence of individual managers.
In most of Africa, for almost all administration regarding human resource management, one
notes a lack of clear rules which tend to generate conflict, power vacuum, and overlap and
duplication of effort (Bennell&Akyeampong, 2007).
2.6 Employees’ motivation strategies and its challenges
To some extent, a high level of employee motivation is derived from effective management
practices. To develop motivated employees, a manager must treat people as individuals,
empower workers, provide an effective reward system, redesign jobs and create a flexible
workplace. Moreover, one of the policy changes implemented in many developing countries to
motivate employees. The rationale for such a policy is to become more responsive to local needs,
to utilize limited resources efficiently and to deliver services effectively (Prinsen and Titeca,
2008 and Crawford, 2008, as cited in Tanaka, 2010).
As Manzoor (2012) emphasized empowerment and recognition have positive effect on employee
motivation. More the empowerment and recognition of employees in an organization is
increased, more will their motivation to work will enhance. Empowerment provides benefits to
organizations and makes sense of belonging and pride in the workforce. In fact, it builds a win -
win connection among organizations and employees; which is considered an ideal environment
in numerous organizations and their employees (Manzoor, 2012).
In addition, employee recognition and employee motivation towards organizational tasks have
positive relationship between them as exhibited by the empirical studies conducted by
Kalimullah (2010), Rizwan (2010), Reena (2009) and Salman (2010) (as cited in Manzoor,
2012). Thus, it is concluded that appreciation and recognition of employees and employees’
tasks fulfillment stimulates them towards working with more energy and dedication to the
organization.
27
Furthermore, various strategies that will enhance employees’ motivation in the educational
system as identified by Ojedele and Fadipe (1999); Akale (2002) and Fredriksson (2004) (as
cited in Ofejebe&Ezugoh, 2010) include the following: staff development and training,
participatory decision making, good working conditions, good remunerations and salaries, job
security, recognition of employees’, conducive working environment, provision of adequate,
financial rewards, employees’ scholarship and sponsorship of both local and international
seminars, conferences and workshop participations as it is done in other fields.
The proper availability of such motivational strategies in the organization promote employees’
work motivation and job satisfaction which lead to improve the customers’ satisfaction, while
it’s inadequacy or poor handling influence employees’ motivation, quality service and job
satisfaction negatively. In general, as Ofejebe&Ezugoh (2010) describes once employees’ lack
majority of these motivational needs, it will result to work dissatisfaction which negatively
influence quality service in the human resource management system.
2.7. Relation between Leadership and Motivation
The success of every organization depends on its employees’ drive to thrive through their efforts,
commitment, engagement, practice and persistence. Thus, motivation is an important topic
because leadership competencies include the ability to motivate employees (Lussier 2013) as one
of the crucial duties or jobs. Leadership begins with the initial effort made to recruit a new
employee; proceeds through the entire induction process; and continues every day until the
employee departs the organization. This process is cultivated by a manager/leader, motivating
new employees and it highlights, once again, the importance of leadership to an organization.
The quality of a manager’s relationship with an employee is the most powerful element of
employee motivation. It creates a professional, positive and respectful attitude and employees are
more likely to adopt a similar approach with their peers and enjoy work.
At the most basic level, leadership theories propose that leaders can have a powerful impact on
individual, group, and organizational outcomes. Work motivation or motive of work is a
reflection of personal attitudes and of attitudes towards group work and collaboration. Such as
attitudes to every employee, motivation is also to some extent influenced by the factors of the
leaders’ part, especially by the leader’s wisdom (Rawung, 2012).
28
29
2.8. Conceptual Framework
The importance of leadership in an organization cannot be overemphasized as different scholars

have given various definitions due to its complexity and importance. Leadership has been viewed
as a transaction between a leader and his followers. It had also been defined as a process of
influencing people towards a particular objective or goal.
Dependable Variable
Independent Variable
Employee
Leadership
Motivation
The research sight to identify the impacts of leadership offered by the Parish Bureaus to its
employees and how they affect the employee motivation, to assess whether by offering reward
employees are motivated to perform better or the absence of rewards indeed affects the employee
performance. The research also sight seeks to understand how the impacts of leadership affect
employee performance at Parish leaders.
2.9 Conclusion
This chapter presented a theoretical knowledge of the phenomenon impact of leadership on
employee motivation practice. Furthermore, definition of leadership and motivation,
characteristics of motivation, importance of motivation, types of motivation, theoretical
framework of motivation, leadership and employee motivation, motivation and employee
performance, employee motivation and job satisfaction, employee motivation strategy, relation
between motivation and leadership and conceptual framework.
Lastly the following chapter presents methodology of the study; Research design, Research
method, sources of data, sample and sampling technique, instrument of data collection,
30
procedure of data collection, data analysis and interpretation, validity and reliability test and
ethical consideration.
CHAPTER THREE: RESEARCH METHODOLOGY

This part of the research presented the methodological aspects of the research, which include
research design, research method, study population, sample size and sampling techniques, data
collecting instruments, data analysis and interpretations and also ethical considerations.
3.1 Research design and strategy
Research design is the plan of action that links the philosophical assumptions to specific methods
(Creswell &Planoclark, 2007). Therefore, a mixed research design, especially concurrent nested
type of mixed design was employed to conduct the study. Conceptually, a concurrent nested
approach can give priority to one of the methods while another was embedded. Thus, in this
research the quantitative design embeds the qualitative one. The rationale for using multiple
approaches to conduct this study was to capitalize on the strengths of each approach and offset
their different weaknesses and provides a better understanding of research problems than either
approach alone.
Furthermore, a concurrent analysis strategy was employed to confirm, cross-validate or

corroborate findings within a study. Therefore, this approach is more convenient to get in-depth
data on the impacts of leadership.
3.2 Research method
Method is a style of conducting a research work which was determined by the nature of the
problem. Thus; both quantitative and qualitative data were required to assess the impacts of
leadership on employees work motivation practices in the Parish of GiddaAyana. As a result,
survey method was selected and used to collect the quantitative data, while for the qualitative
data interview was employed.
3.3 Sources of data
The source of necessary information to conduct the study is primary and secondary data sources.
The primary data will collect from the Parish and congregations’ employees, leaders and human
31
resource management coordinators of Gidda parish, through questionnaire, interview, and

document analysis. The decision to use these subjects as a source of primary data is based on the
expectation that they have a better experience and information on the impacts of leadership on
employees work motivation practices in the Parish. As to complement and supplement results
obtain from the above respondents, documents will also be examined. The institution rewarding
strategies and in institution employee’s professional growth and development strategies are the
documents which will consulted to supplement the data collected by the prepared data collecting
instruments.
3.4. Sample size and sampling technique
The ever-increasing demand for research created a need for an efficient method of determining
the sample size needed to be representative of a given population. Hence, both probability and
non-probability sampling technique used to obtain the representative sample units for this
research. First, to determine the sample size of employees, in probability sampling technique, the
formula of Paler-Calmorin and Calmorin (as cited in Workineh and Shimellis, 2010) is
employed. This formula is used because it is one that determines the sample size in probability
sampling technique. The total population was 1825.Therefore, the total number of employees,
leaders and elders and workers who included in the study was 399(100%). To select these
employees, first from the total of 28 congregation areas, among which 28(100%) are fully taken
as a sample by the researcher personal judgment. The researcher decided to use these
congregations as a sample is due to the available financial and material resources to conduct the
study effectively. The 28 congregation areas are selected by using purposive sampling technique.
Most congregation areas have relatively different standards like in infrastructure, facility,
availability both administrative and academic and other. Thus, selecting the whole congregation
areas of employees of the Parish made the data more reliable.
The total number of populations in the 28 selected congregations was 1825. Hence, to select
among 1825 through simple random sampling technique, proportional allocation to the size of
employees and leaders in each congregation is done. Selecting employees,leaders and other
workers through random sampling technique helps the researcher to keep representativeness of
the research work through giving equal chance for each employee to be a sample unit. Making
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proportional allocation to employees in each congregation, equalize the representativeness of the

larger as well as the small area for the study. . To select the sample respondents, Yamane’s
(1963) formula was employed and calculated as:
n= where, N – total number of employees, n – sample size, e-- level of precision.

1825
Therefore, n = =399
1+ 1825(0.0025)
Sample employees were taken for scheduled questionnaire and interview.
3.5. Instruments for data collection
In order to acquire the necessary information from participants, three types of data collecting
instruments were used. These are:
3.5.1. Questionnaire
Both closed and open-ended questionnaire was employed to collect quantitative and qualitative
data from selected employees. This is because questionnaire is convenient to conduct survey and
to acquire necessary information from large number of study subject with short period of time.
Furthermore, it makes possible an economy of time and expense and also provides a high
proportion of usable response. The questionnaire is prepared in English language, because all of
the sample can have the necessary skills to read and understand the concepts that will
incorporated.
3.5.2. Interview
Interview is used to gather in-depth qualitative data from 28 congregations’ leaders on the
impacts of leadership on employees’ motivation practices. Because interview has greatest
potential to release more in-depth information, provide opportunity to observe non-verbal
behavior of respondents, gives opportunities for clearing up misunderstandings, as well as it can
be adjusted to meet many diverse situations.
33
3.5.3. Document analysis
Documents like institution rewarding strategies, congregation employee’s professional growth

and development strategies and institution reports on employee’s evaluation results would
consulted to supplement the data obtain through questionnaire and semi-structured interview.
3.6. Procedures of data collection
To answer the research questions raised, the researcher went through a series of data gathering
procedures. These procedures help the researcher to get authentic and relevant data from the
sample units. Thus, after having letters of authorization from Management and Leadership
College for ethical clearance, the researcher directly would go to the Gidda Parish to pre-test the
data gathering instruments. After making agreement with the concerned participants, the
researcher would introduce her objectives and purposes. Then, the final questionnaires would
administer to sample employees, leaders and workers in the whole selectedcongregations. The
participants would allowed to give their own answers to each item independently and the data
collector was closely assist and supervise them to solve any confusion regarding to the
instrument. Finally, the questionnaires were collected and made it ready for data analysis.
The interview was conduct after the participants’ individual consent is obtained. During the
process of interview the researcher would attempt to select free environment to lessen
communication barriers that disturb the interviewing process.
3.7. Method of data analysis and interpretation
Both descriptive and inferential statistics are used to analyze the data collected through
questionnaire. The data collected from participants through closed ended questionnaire will
process and analyzed using statistical tools. To test the relationship between independent factors
and employee’s motivation practice in GiddaAyana Parish a correlation analysis will be
performed by correlation coefficient.
34
The qualitative data is organized according to concepts identify from research questions,
transcribe and then analyze according to their major concepts. The results of the qualitative data
will then present using narration.
3.8. Validity and Reliability Test
The reliability of a measure is established by testing for both consistency and stability.
Consistency indicates how well the items measuring a concept hang together as a set; alpha is a
reliability coefficient that indicates how well the items in a set are positively correlated to one
another (Sekaran and Bougie 2009). Validity assesses whether a scale measures what is supposed
to be measured. Thus, validity is a measure of accuracy in measurement (Hair, Tatham, & Black,
2010).
3.9 Ethical consideration
Research ethics refers to the type of agreement that the researcher enters into with his or her
research participants. Ethical considerations play a role in all research studies, and all researchers
must be aware of and attend to the ethical considerations related to their studies. Therefore, there
are a number of ethical considerations made during the study. Voluntary participation of
respondents is encouraged. Responding to interviews and filling of questionnaires required
significant time and energy and its participation could disrupt the respondents’ regular activity.
For this reason, the researcher explained the objectives and significance of the study to the
respondents and allowed them to exercise their right to voluntary participation. To avoid any
psychological harm, questions was framed in a manner that is not offensive and disturbs their
personality. They assured that the information they provided will be kept confidential. To ensure
this, the researcher removed information that required identification of names of respondents.
Furthermore, the first page of the questionnaire displays an opening introductory letter that
requesting the respondents’ cooperation to provide the required information for the study.
3.10 Conclusion
35
This chapter three presented the methodological aspects of the research, which include research
design, research method, study population, sample size and sampling techniques, data collecting
instruments, data analysis and interpretations and also ethical considerations.
The following chapter, chapter four outlined the analysis and interpretation of data gathered.
Furthermore, it outlined sample responses of the following; employee motivation and their
personal background, employee motivation and age, employee motivation and service year,
employee motivation and academic level, impacts of leadership on employee motivation
practice, practices on employee motivation, employee work achievement, employee work
responsibility, employee growth and development, employee recognition of employee, parish
policy or doctrine and administration, employee advancement, supervision, employee work
design of parish office, work relationship, employee professional status, office working
condition, employee job security, incentive and benefit, correlation analysis and comparing the
effect of intrinsic and extrinsic factor.
36
CHAPTERFOUR:DATA PRESENTATION, ANALYSIS AND INTERPRETATION

This chapter presents the analysis and interpretation of the data gathered by different
instruments, mainly questionnaire and semi-structured interview. The summary of the
quantitative data has been presented by the use of Tables that incorporates various statistical
tools. Similarly, the qualitative data was organized according to the themes, analyzed and used to
strengthen or to elaborate more that of the quantitative one. Because the research design is
concurrent nested mixed research design, thus the qualitative data is used to support the result
obtained from the interpretation of the quantitative data.As mentioned earlier, among various
data collecting instruments, questionnaire and semi-structured interview are used to collect
necessary or relevant information for this study. Thus, a total of 399 questionnaires were
distributed to selected GiddaAyyanaparish employees and leaders. But properly filled and
returned questionnaires were 361 (90.48%). The other 38 questionnaires were lost or not
included in the analysis, due to the problems to be returned from respondents and some
contained incomplete information. Among 13 interview respondents 10 (76.92%) were properly
participated and gave necessary information on the issue under investigation. In general, 90.05%
of respondents are participated and gave necessary information on the issue raised through
questionnaire and interview. Therefore, the total response rate was sufficient and safe to analyze
and interpret the data. The overall results of the issue investigated as well as respondent’s
personal background or profiles are presented brightly here under.
4.1 Employee motivation and their personal background
Various scholars provide some insight into work motivation and how it may be affected by
personal characteristics such as sex, age and service year (experience). Towards this, the study
conducted by Simons and Enz (as cited in Petcharak, 2002) indicates that there is no difference
in the motivation level of employees by gender. Male and female may require similar treatment
for optimal workplace motivation. In addition, the study conducted by Reiger and Rees (as cited
in Petcharak, 2002) reflects that years of experience significantly affect the motivation levels of
employees. However, no significant differences were found in relation to gender and age. Thus,
analyzing the effect of these factors on employees’ level of motivation in Gidda Parish is
37
necessary. Therefore, the relation among employees’ level of work motivation and personal
backgrounds are analyzed and presented hereunder.
4.1.1 Employees motivation and sex

As Table-1 below indicated, out of 399 employees 391 (97.9%) were male and 8 (2.1%) were
female. It shows that majority of employees in GiddaAyyana Parish were male. To examine the
presence or absence of motivation difference among male and female employees further
statistical investigation is conducted. To this end, an independent samples t-test is used. As the
test result, t(76)= -0.273, p>0.05, indicates there is no statistically significant difference between
male and female employees mean on the level of their work motivation. But the mean score of
female employees on their motivation (m=2.42, SD=0.69) is slightly greater than male
employees (m=2.37, SD=0.81). Table 1 below shows the overall results of the analysis.
Table 1- Comparisons of work motivation between male and female employees
Sex N Mean SD t-value p-value
Male 391 2.37 0.81
Female 8 2.42 0.69 -0.273 P>0.05
Overall Table-1 above indicates male and female employees in GiddaAyyana Parish have similar
level of work motivation. Thus, sex might not influence the employees’ level of work motivation
in the study area.
4.1.2 Employees’ motivation and Age

In terms of age the compiled data indicates, 24.2%, 71.1%, and 4.7% of employees are in the age
18 – 30, 31 – 40 and above 41respectively. This confirms that majority of employees in
GiddaAyyana Parish are under the age 40 years old. As various scholars pinpoint age has its own
influence on the employees’ level of motivation. To check the presence of such differences
among employees of Parish in GiddaAyyana a one-way analysis of variance is conducted. The
result of the analysis, F (2.125) = 3.14, p = 0.047, indicates that there was a statistically
significant difference between employees of various age groups at 0.05. To determine which age
group plays role for the incidence of significance difference, Tamhane’s analysis is conducted. Thus,
38
statistically significant difference is existed between employees in the age 18 – 30 and 31 – 40, as the
value of p = 0.042 at significant level of 0.05 indicated. Therefore, age differences of employees have its
own influence on the level of work motivation in the study area.
4.1.3 Employees motivation and service year

As the data indicates 60.94% of employees have the service of 13 years and below. But the rest 30.47%
and 8.59% have 14-16 and more than 17 year of service respectively. As the result reveals, more
employees are in the service year of eight and less, thus a critical support should be available for them,
because they may faced by various methodological problems which lead to reducing their level of work
motivation.
To examine is there a significant difference between service year and employees’ level of motivation one-
way analysis of variance is conducted. The result of the ANOVA analysis, F(2.125) = 0.519, p = 0.597
which indicates that no statistically significant difference is found between varying group of employees in
their work experience at 0.05.
4.1.4 Employees motivation and academic level

As the data indicates 60% of employees have the academic level of second year Bible School
and below. But the rest 25% of them have academic level of diploma, 11% have 1 st degree and
4% of them have 2nddegree respectively; but there is no PhD in the parish. As the result reveals,
more employees are in the academic level of diploma and less, thus a critical support should be
available for them, because they may faced by various human wants problems which lead to
reducing their level of work motivation.
To examine is there a significant difference between academic level and employees’ level of
motivation one-way analysis of variance is conducted. The result of the ANOVA analysis,
F(2.135) = 0.529, p = 0.598 which indicates that no statistically significant difference is found
between varying group of employees in their academic level at 0.06.
4.2. Impacts of leadership on employees’ motivation practices
To determine the impacts of leadership on employees’ motivation practice in GiddaAyyana

Parish, lists of questions were administered. The table below shows the analysis based on the
value of overall mean score of the respondents.
39
Table 1Impacts of leadership on employees’ motivation practice.

Table .1 Impacts of leadership on employees’ motivation practice.
No. Items Mean
1 2.56
Leaders ensure that staff has the training they require.
2 2.67
enable others to think about old problems in new ways
3 3.2
give personal attentions to others who seems rejected
4 Leaders recognize staff’s achievements with encouragement and 2.5

support.
5 2.6
Leaders tell others what to do if they want to be rewarded for their
work
6 Leaders encourage employees to make the most of their skills and 2.8
capacities to their jobs
7 Leaders believe in empowering staff to take charge of their own 2.7
development
8 Providing staff with vision through clear goals and objectives is an 2.47
important part of this job
9 Make quick decisions when necessary 2.61
10 The leaders content to let others to continue working in the same way 3.1
as usual
11 Regularly check that objectives between different parts of the team or 2.55
company are congruent
12 Check staff’s work on a regular basis to assess their progress and 2.63
40
learning
13 Developing staff and creating opportunities for them to grow in their 2.6
job is an integral part of his job
14 Motivating others and being a good role model for his staff contributes 2.41
towards excellence within the organization
15 The parish clearly clarify the responsibility for achieving targets 2.53
16 Leaders make Employees to have an active role in developing 2.5

objectives for themselves, their team and the company as a whole.
17 Leaders help others to find meaning to their job 2.4
Overall score
2.64
Scales; ≤ 1.49 = Strongly Disagree, 1.5 – 2.49 = Disagree, 2.5 – 3.49 = Neutral,
3.5 – 4.49 = Agree, ≥ 4.5 = Strongly Agree
The overall mean score indicated that 2.64, so that, the impacts of leadership on employees’
motivation practice in their job is neutral. The suggestions from interview also revealed that
employees were less effective due to the unfair impacts of leadership to disable employees.
Employees are also less accessible to visionary leaders, lost attention to update and upgrade their
knowledge; and also were not motivated to apply their maximum performance. This might
diminish their effectiveness in their job in the parish.
Therefore, it is safe to conclude that although employees indicate their agreement regarding to
the impacts of leadership on their work place, it is not effectively motivating them towards their
responsibility. This confirms the presence of low employees’ motivation practice in the parish;
which reduces their productivity in various parish issues as well as their efforts in improving the
41
offices’ performance. Additionally, the presence of low employees’ motivation was reducing the
effectiveness, it was reducing employees’ commitment towards work, it was reducing their moral
towards achieving their responsibility. Generally it was decreasing their performance.
4.3 Practices on employees motivation
Motivating employees towards their profession is one of the reform ideas inherent in the current
GiddaAyyana Parish reform. Although motivation as a construct is largely subjective and
difficult to fully measure, this research assumes about thirteen possible factors that could harm, if
not attended, employee’s motivation at Gidda parish. To this end, Parish office employees are
asked to rate the extents of the practices that their parish undergo on those motivation variables,
which answer the second basic research question. The compiled results on the practices of Gida
Parish in each motivation factor and the employees’ level of motivation are presented below. But
it is difficult to predict the strong motivation factors of employees by observing the mean.
Congregations’ employees were asked to the extents of the practice that their congregation
undergoes on those motivation variables which answer the second basic research questions.
4.3.1 Employees work achievement
To obtain the employees motivation and satisfaction on their work achievement in the parish, a
list of questions are administered. Table-2 below presented the overall mean score of the
employees’ response.
Table 2Employees’ work achievement
Table 2- Employees’ work achievement
No. Items Mean score
1 Employees feeling in observing their work result 2.93
2 Employees feeling in doing things worthwhile 2.95
3 Employees feeling from the accomplishment of their job 2.91
4 Employees chance to do the work that they do best 2.91
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5 Employees chance to do works that suited to their ability 3.14
Overall score 2.96
Scales; ≤ 1.49 = Not satisfied, 1.5 – 2.49 = slightly satisfied, 2.5 – 3.49 = Satisfied,
3.5 – 4.49 = Very satisfied, ≥ 4.5 = extremely satisfied
As the overall mean score 2.96 indicates, the employees’ motivation towards their achievement
is in the level satisfied. The interview result also indicates, sometimes employees are angered
due to the low achievement of institutions’’ in their respective core process and when they lack
access to use their skill and knowledge in practice. These might reduce their level of motivation;
because to be initiated and motivated, employees should see institutions’ good achievement.
Therefore, even if poor customer and low congregation facility block them from doing more,
GiddaAyyana parish employees respond to satisfied to their work achievement. Towards this
Smith (n.d) pinpoints a work force that is poorly motivated may exhibit lower productivity,
poorer quality, more numerous grievances, and increased turnover when compared with a highly
motivated work force.
4.3.2 Employees work responsibility
To measure the employees feeling on having responsibility to their work in the Parish, five liker
scale (1= strongly Disagree, 2= Disagree, 3= Not Decide, 4=Agree, and 5= strongly Agree)
questions are distributed. The result presents hereunder in Table 3.
Table 3Employees’ responsibility to their work
Table 3- Employees’ responsibility to their work
No. Items Mean

1 Employees prepare plan for their work 3.73
2 Employees are responsible for the customer satisfaction 3.88
3 Employees use their own judgment to make work effective 3.48
4 Employees receive responsibility in relation to their job 3.98
5 Employees support the work of others 3.69
6 Employees raise the awareness of the community 3.60
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Overall score 3.68
Employees, as professionals need to have responsibility to their own works to be effective and
good performer. As Table above reveals, majority of the respondents had positive feeling on the
offices practice in giving responsibility for the employees’ work. The overall mean score 3.68
indicates the employee’s agreement on the issue raised. Therefore, employees are responsible for
their work with small variation among their response from the average mean. But the interview
result indicates that, majority of employees expect command from the parish manager, core
process head or other concerned congregation members to do their work. It indicates the low
initiation of employees in performing their task without external pressure.
Therefore, it is safe to conclude that although employees indicate their agreement regarding to
their responsibility, they did not implement it effectively due to expecting injections from others.
This confirms the presence of low work motivation among Parish employees of the study area;
which reduces their involvement in various parish issues as well as their efforts in improving the
parish performance.
4.3.3 Employees professional growth and development
Training and development constitute an ongoing process in any organization. The focus of
training and development is to enable employees to perform their current and future role
effectively (Collin, 2001). Scholars believe that the staff development activities help a person
to make positive contributions to the organizations. Therefore, to assess the practice of
growth and development in Parish office, the following questions are dispatched to
employees. The Table below presented the overall mean of the questions.
Table 4Employees professional growth and development practices
Table 4- Employees professional growth and development practices
No. Items Mean

1 Trainings opportunities based on employees need assessment 2.56
2 Employees opportunity to do different things on their job 2.98
3 Employee’s opportunity for experience sharing with nearby congregations 2.58
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4 Employees chance to improve their leadership skill 3.17

5 Employees chance to participate in various on-job trainings 2.60
Overall score 2.76
Scales- ≤ 1.49 = Very low, 1.5 – 2.49 = Low, 2.5 – 3.49 = Satisfactory,
3.5 – 4.49 = High, ≥ 4.5 = Very high
As Table 4 above indicates, the employees’ response on the congregation’s professional growth
and development activities is satisfactory with a mean value 2.76. The mean value of item 1, 3, 5
and 6 of Table 4 are below the overall mean score. Thus, the training and development activities
implemented in Parish and congregations are not need focused (based on need assessment) and
designed to fill the gaps identified from supervision feedbacks. The interview with core process
head indicated that, trainings on various issues are given rarely due to a number of limitations
(budget and necessary personnel) in all congregations. According to their response, congregation
leaders and core process heads are also in similar or below employees in their qualification.
Thus, employees were not interested to be free to participate with issues organized by parish
leaders. By supporting this one GiddaAyyana Parish leader informed that:
The availability of necessary human resources in congregation was not sufficient. It forced the
congregation to assign one individual in two or more responsibilities. Thus, the the parish leaders
have burden of parish works and flight to different areas to participate in various trainings given
by other organization. These workloadsimpede the leaders from disseminating of new skills or
concepts gained from the training as well as the delivery of continual support to congregation
level personnel. In addition, data from document consultation shows, even if most of employees
have training and development plan, its schedulable implementation is not effective. Simply
employees and Parish prepared their plan for the matter of planning, but not facilitate and
monitor its implementation.Generally, the compiled result indicates, employees get little
opportunities of training from Parish, but the involvement of church institutions in delivering
training on various issues is low. Thus, it can be argued that this plays pivotal role in reducing
the motivation level of employees to their work as well as the customers’ satisfaction. Towards
this Saeed&Asghar (2012) pinpoints training and development improves the motivation and
45
satisfaction level of employees, increase their skill and knowledge, and also expands the intellect
on overall personality of the employee. Therefore, training is a motivational factor which
enhances the knowledge of the employee towards the job. By the help of training employees
become proficient in their jobs and they become able to give better results.
4.3.4 Recognition of employees
Recognizing the good performance of individuals has strong effect on their future productivity as
well as organizations effectiveness. The way recognition is given and its type promote the
workers internal (intrinsic) satisfaction. Therefore, to examine the recognition activities in parish
congregations, items which have five likert scales are distributed to employees. The result
presented in the Table below.
Table 5Recognition of employees on their job
Table 5- Recognition of employees on their job
No, Items Mean

1 The way employees are noticed for their good work 2.52
2 The way employees get full credit for the work they do 2.66
3 The way the congregation management tell employees when they do well 2.60
4 Parish strategy to reward best activities of employees 2.14
5 The way "employees of the Year" are selected 2.17
Overall score 2.41
Scales-≤ 1.49 = Not satisfied, 1.5 – 2.49 = slightly satisfied, 2.5 – 3.49 = Satisfied,
3.5 – 4.49 = Very satisfied, ≥ 4.5 = extremely satisfied
Table-5 above indicated that, employees were slightly satisfied with the activities which are
undergoing to recognize their achievement in the parish. The mean value 2.41 shows the
insignificant efforts of the parish and congregations to recognize the better achievement of
employees. The number four problems in rewarding employees is the absence or poorness of
parish rewarding strategies (mean value = 2.14). The way being selected as "employee of the
46
year" in the parish is also the second low score among employee’s response (mean value = 2.17).
Furthermore, the employees’ response for an open-ended item indicates that the rewarding
activities were not this much focused on the actual achievement of employees. This confirms that
the rewarding system was not in a good position. In addition, majority of congregations had not
documented activities regarding the practice of recognition. By supporting this one employee,
leaders and core process coordinator said:
The practices in recognizing the good performance of employees and core process head in each
level of congregation was poor due to various obstacles (like budget, awareness and skill
problems among leaders). But here after we already incorporated it in our plan and tried to make
formal as well as the habit of the parish office.To conclude, the practice of recognition for the
good performance or achievement of employees in the Parish is low; it may hinder their level of
work motivation. Besides, it impedes them from using their full efforts in realizing the expected
congregation goals as well as quality service. Towards this Ahuja&Shukla (2007) describes
good motivation is dependent on proper proportioning of rewards and recognitions among
persons and for the person at different time.
4.3.5 Parish policy and its administration
Parish policy and procedure are important because they let the employees to know all about it.
Good policy is a tool which makes administration easier, and allows people to get on with the
organization’s core strategy more efficiently and effectively. Therefore, to assess the policy and
its administration in Parish the following questions are distributed to employees. The result
displays in the Table below.
Table 6Parish guidelines and its administration
Table 6- Parish guidelines and its administration
No. Items mean

1 The presence of congregation-based rule and regulation 3.68
2 The proper administration of parish chain and regulation 3.15
3 The way parish inform policies and its procedures for employees 3.42
4 The way parish policies are put into practice 2.83
47
5 The congregation capacity to treat employees equally 3.50

6 The way leaders lead the congregation 3.41
7 The participation of employees on various parish issues 2.52
8 The way the parish backs up his/her employees to top serves 3.23
9 The way the parish takes care for the complaints of employees 3.27
Overall score 3.33
Scales-≤ 1.49 = Very low, 1.5 – 2.49 = Low, 2.5 – 3.49 = Satisfactory,
3.5 – 4.49 = High, ≥ 4.5 = Very high
Ineffective congregation policy and its administration influence the motivation level of
employees (Ahuja&Shukla, 2007). Therefore, as Table-6 above indicates, the overall mean score
of employee responses to the congregation policy and its administration is 3.33. This shows that
the employees’ response on the congregation policy and its administration is satisfactory. But
relatively low practices is observed on the participation of employees on various issues that
concerned them (mean value = 2.52) and the way the parish put policies in practice (mean score
= 2.83). These two concepts might strongly influence the motivation level of employees.
Because, the general guiding rules in all congregations comes from the Parish board. But making
it situational in the process of implementation, to make it effective, is one that expected from
congregations. Regarding to the issue, one congregation employees, managers and core process
coordinator informed that: Majority of congregations have no modified or situational rule and
regulation to lead the office activities effectively.
They simply used the guideline comes from Parish Office. In addition, even if most of
congregations’ employees are beginner in their carrier structure, they did not properly inform
about the parish governing guideline. This creates a gap in the participation of employees in
various issues of the office.
Generally, even if employees’ response on their parish policy and the way it is administered
rated satisfactory, its weakness in participating employees in various issues and the attractiveness
of the policy on its practice has an ignorable impact on the motivation level of employees. But
48
the current training policy of Ethiopia ECMY announced that management will be democratic,
professional, coordinated, efficient and effective and will encourage the participation of
stakeholders. Thus, the limitations on these aspects affect the effective and efficient
organizational activities in the office; which affect the customers’ satisfaction as well as it
facilitates the employees’ turnover.
4.3.6 Employees advancement program
Ineffective professional development, lack of career advancement, unsupported accountability

demands and low undifferentiated compensation. Therefore, to assess the practices accomplished
in congregations of GiddaAyyana Parish questionnaire which focused on employees’
advancement programs are distributed. The result presents in the Table below.
Table 7Employees’ advancement program in the parish office
Table 7- Employees’ advancement program in the parish office

1 Parish strategies to improve employee’s performance 2.88
2 The way employees are promoted to their good achievement 2.95
3 Employees career promotions in the Parish 3.04
4 employee’s opportunity to become core process head 3.02
Overall score 2.97
Scales-≤ 1.49 = Not satisfied, 1.5 – 2.49 = Slightly satisfied 2.5 – 3.49 = Satisfied,
3.5 – 4.49 = Very satisfied, ≥ 4.5 = Extremely satisfied
As can be observed from Table-7, the overall mean response toward employees’ advancement
program in Parish office is 2.97. This shows that employees are satisfied with the advancement
opportunities obtained under their parish. But the least mean score is given to strategies that the
parish used to improve employees in their work (2.88). Overall, the employees’ advancement
practices in Parish need additional effort to make employees more motivated and effective to
their work.
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4.3.7 Supervision
Successful follow up for employees lead to a greater sense of self-confidence in their ability to
both understand and complete the responsibilities of their job; and it help the employees to gain
the necessary motivation, autonomy and self-awareness to successfully move to achieve the
expected goal of the institution. Thus, supervision requires a greater level of skill and flexibility
to help employees negotiate the difficult challenges of their work. To examine the employees’
feeling on the practices of supervision in improving their work motivation the following
questions are distributed to them. The compiled result is put in the Table below.
Table 8Supervision practices in the parish
Table 8- Supervision practices in the parish
No Items Mean
1 Supervisors know how to support employees 2.47
2 Supervisors are interested to help employees 2.52
3 employees get continuous support from core process head 2.26
4 Parish core process head provide training on various issues 2.38
5 Parish core process head observe congregation work 2.61
6 employees are supervised in a supportive and democratic manner 2.63
7 Core process had initiated the employees to discuss on various parish 2.54
issues
Overall mean score 2.48
Scales- ≤ 1.49 = Strongly disagree, 1.5 – 2.49 = Disagree, 2.5 – 3.49 = Undecided, 3.5 –
4.49 = Agree, ≥ 4.5 = Strongly agree
The overall mean value 2.48 shows disagreement to the practice of supervision in their parish
office. The response in Table-8 above vividly indicates the presence of insignificant or low
supervisory support to employees in both internal and external supervisors. Specifically, the
mean value 2.47, 2.26 and 2.38 for item 1, 3 and 4 respectively, indicates the incidence of
insufficient practices in those issues. This impedes them from doing more tasks as well as
50
reduces their level of work motivation. Furthermore, 52.3% of employees agreed that the type of
supervision in the office is focused on inspection, while 34.4% of them said it is the mix of
inspection and support. This indicates that the activities of supervisors are more focused on
inspection rather than supporting employees to be effective in the parish activities.
The interview conducted with one congregation employees, managers and core process
coordinator also support the above finding through:
Due to burden of work on parish leaders, core process heads go to congregations by having
checklist quarterly a year. The observation is also focused on inspection rather than support,
because there is a lack of time to discuss freely on various issues which are observed in each
congregation. He also said, even if internal coordinators have a schedule to observe
organizational performance once per month, the actual practice is once a year to fill the
efficiency of employees.
Similarly, one congregation manager adds the following point regarding to parish internal
coordinators:
Internal supervisors are selected in the parish based on the experience of employees and they are
not free from parish work. In addition, they did not get sufficient support from Parish and synod.
As a result, they give low attention to their supervisory responsibility. They only see the parish
work to fill employees’ efficiency at the end of the year but not actively engaged in supporting
employees on their ongoing process.
As scholars describe inspection is more focused on control and evaluating employee’s

performance, but to make employees effective more support is necessary. As Ogunsanya in
National Open University of Nigeria describes inspection activities focused on office
administration and finding out what was not done right by employees. On the other hand,
supervision is land of or assistance to a profession colleague, the employee in the process of
work. Thus, employees need to get support rather than evaluating their performance. Therefore,
the above limitations among coordinators may contribute to decrease the employees’ level of
work motivation as well as the effectiveness of the office work process in Parish of
GiddaAyyana.
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4.3.8 Work design of the Parish
Working in the parish has always been a noble work as it is responsible for creating and
changing the life standard of poor through spiritual. But due to various reasons most people give
poor attention to the office. It might affect the work motivation of employees. Thus, to assess
employees’ attitude towards the work design of parish, the following questions were dispatched
to them. Table-9 below presents the overall mean of the questions.
Table 9Work design of Gidda Parish
Table 9-
No. Items Mean

score
1 employee’s opportunity to use their various talent and skill 3.53
2 Opportunity of freedom and independence to individual employees 3.81
3 The significant impact of employees works on the work of other people 3.62
4 employees’ chance to get clear feedback on their performance 3.54
5 employees’ chance to engage in clear and identifiable task 3.52
6 The employees’ chance to change congregation performance 2.87
Overall score 3.65
Scales- ≤ 1.49 = Very low, 1.5 – 2.49 = Low, 2.5 – 3.49 = Satisfactory, 3.5 –
4.49 = High, ≥ 4.5 = Very high
The overall mean score value 3.6 reveals that, employees’ response to the design of their work is
high. But, the interview result indicated that, due to a number of factors, like social, institutional,
personal and financial, employees need to leave the parish work, even they did not perform their
duties properly. This influences the customers’ satisfaction and achievement of parish goal in
general. The research conducted reports, although employees like their profession and work
design, various factors (like low respect for and low status, poor management and leadership and
low incentive) reduce their level of motivation. Therefore, even the design of the work is highly
rated by employees; their motivation to stay in the work is low. As a result, employees are not
52
fully involved in improving customers’ satisfaction and of parish achievement as well as the
congregation goal.
4.3.9 Work relationship
Relationship in parish incorporates the formal or informal interactions between congregations,

leaders and the surrounding community. Through collaborative peer relationships, employees
learn new strategies serve individual difference, receive emotional support and reduce their
workload by not having to reinvent solutions already developed by their colleagues (Leithwood,
2006). Therefore, to assess the employees’ work relationship and their level of motivation the
following questions are distributed to them. The result presented in the Table below.
Table 10Employees work relationship in the parish
Table 10-

1 Parish leaders cooperation to work 3.76
2 employees relationship with other employees in the parish 3.87
3 employees relationship with the congregation customers 3.52
4 managers interest to talk with employees on various parish issues 3.43
5 employees relationship with parish management group 3.62
6 employees opportunity to know each other well 3.37
7 employees work relationship with coordinators 2.84
8 employees chance to work with a wide range of peoples 3.04
Overall score 3.43
3.5 – 4.49 = High, ≥ 4.5 = Very high
As can be witnessed from Table-10, the overall mean score of employee responses regarding to
their work relationship with other, employees, parish management and the parish communities is
53
3.43. This implies that, employees have satisfactory work relationship with the parish
community. Relatively employees have low work relationship with coordinators as a mean value
2.84 indicates. The interview conducted with one congregation employees, leaders and core
process coordinators also support the above finding:
Employees’ work relationship with supervisors is reduced due to insufficient technical support of
supervisors, the way supervisors contact with employees and constraint to discuss on various
parish issues with employees. In the view of employees, supervisors went to parish only to see
the employees’ parish work and to evaluate their work performance instead of giving technical
support. He also said supervisors are not actively involved to solve this contradicting idea among
employees.
Therefore, the overall data indicated that the employees work relationship in the parish is
satisfactory. Thus, the employees work relationship might not influence their level of motivation
in their respective parish. But employees work relationship with coordinators need to be
improved for the effectiveness of organizational performance in congregations of GiddaAyyana
Parish. Towards this Barnes & Conti Associates (2009) pinpoints building working relationships
offer individuals a rich variety of tools and processes to prevent, manage and resolve work
conflict and to build strong and lasting agreement.
4.3.10 Employees professional status
The status of employees and work requires attention; at least, to the social standing and relative
importance of people who are employees. To examine the employees’ social status and their
level of motivation in parish the following items are dispatched. The compiled result of the
employees’ response presents hereunder.
Table 11Employees’ status in the office community
Table 11- employees’ status in the office community
No. Items mean
1 The social position in the community that goes with the job 2.98
54
2 The employees chance to be “somebody” in the community 3.19

3 The employees chance to participate in various social issues 3.21
4 The employees chance to be important in the eye of others 2.87
5 The employees chance to have a definite place in the 2.95

Overall score 3.04
3.5 – 4.49 = High, ≥ 4.5 = Very high
Table-11 above indicates that the overall mean score of employee responses about their status is
3.04. The result shows that employees have satisfactory professional status in their parish
community. But from interview results, employees have low professional status in the view of
the community than the status of other sector workers. This hinders the employees from using
their full effort to improve the parish achievement as well as the communities. By supporting this
one congregation core process head informed:
Before some years ago the communities give great attention for employees’ welfare and status in
working areas. But currently the status of employees and their works is lowered in the view of
the parish community. Thus, it makes the employees de-motivated in performing their
responsibility effectively.
Though employees responded to satisfactory for their status, the compiled result indicated their
low status in the parish community. Furthermore, it might lower their level of motivation.
Therefore, collaboration effort should be added to improve the employees’ status among the
community they served.
4.3.11 Parish working condition
Conditions in the parish, such as leadership, decision making, work climate, communication,
resources and local reputation of the parish have potential either to enhance or diminish
employees’ job motivation depending on their nature (Leithwood, 2006). If the working
conditions of an institution/organization are conducive, its performance will improve
55
dramatically. Thus, to assess the employee’s motivation on their congregation working

conditions, the following questions are administered to them. The following Table contains the
summary of the employees’ response for each item.
Table 12Parish working conditions
Table 12- parish working conditions
No. Items mean

1 employees motivated by school working conditions 2.43
2 The parish surroundings is attractive to work 2.28
3 The parish environment supports the employees work 2.41
4 employees have furnished parish room to work together 2.52
5 Adequate parish equipment and facilities are available 2.13
6 The employees workload is fairly distributed 3.16
7 employees have refreshment materials in the parish and congregation 2.35
Overall score 2.47
Scale;≤ 1.49 = Strongly disagree, 1.5 – 2.49 = Disagree, 2.5 – 3.49 = Undecided,
3.5 – 4.49 = Agree, ≥ 4.5 = strongly agree
The Table above indicates that the working conditions of employees in their respective
congregations had the overall mean score of 2.47. The result reflects the employees’
disagreement on the conduciveness of the congregation environment and working conditions.
Thus, it has the weight to reduce the motivation level of employees to their work. As the result
also indicates, the number one factor in reducing the employees work motivation is lack of
parishequipment and facilities (mean score =2.13) while the least factor is the distribution of
workload (mean score = 3.16) among employees.
As majority of the data gathered by interview and personal observation indicates, the parish and
congregation environment are poor to motivate employees, because most congregations lack
necessary parish facilities and equipment. Thus, poor working conditions in the congregation
block the employees’ access to do various works that support the organizational work. According
56
to Zhou (cited in Sargent and Hannum, 2005) a successful principal provides a well-maintained
and pleasant working environment, establishes a happy atmosphere and places great importance
on furnishing ample congregation resources to improve the employee’s effort as well as work
motivation. But limitations on these aspects make the employee dissatisfied. Therefore, this
problem has an effect on lowering the employees’ level of work motivation, and this affect the
customers’ satisfaction as well as congregations goal achievement.
4.3.12 Employees job security
Employees need to be secure from various factors that may arise related to the work they
performed, employees too. Thus, to assess the employee’s motivation on their job security, the
following questions are administered to them. The Table below presents the overall mean of
the questions.
Table 13Employees job security in the congregation
Table 13- Employees job security in the congregation
No. Items mean

1 employees job security in the congregation 3.23
2 employees opportunity for a secure future 3.25
3 employees opportunity for steady employment 3.22
4 Congregation leader’s involvement for employee’s welfare 3.10
5 The work to solve problems that threaten employees 2.79
Scales-≤ 1.49 = Not Satisfied, 1.5 – 2.49 = Slightly Satisfied, 2.5 – 3.49 = Satisfied,
3.5 – 4.49 = Very Satisfied, ≥ 4.5 = Extremely Satisfied
The overall assessment of the employees’ job security in their congregation as can be seen from
Table-13 above is 3.15. This shows that employees are satisfied with their job security in the
congregation. Relatively the congregation practice is low in solving problems that threaten
employees work as a mean score 2.97 indicates. By supporting this Mondy and Noe(2005)
57
employees are protected from injuries caused by work related accidents and health as keeping
employees free from any physical or emotional illnesses. Thus, the employees’ safety in their
work might not strongly influence the motivation level of employees but further activities should
be run to solve problems which threaten employees in the congregation.
4.3.13 Incentive and benefit
Incentive is something which tends to incite to determination or action (Ahuja&Shukla, 2007)

while benefit is any support given for employee, like training, house, child care and others. Thus,
incentives (monetary and non-monetary) are a promising option to improve organization
performance and employee motivation as well. Therefore, employing various incentive and
benefit systems for employee has great impact on the organizational performance in general and
in the employees’ level of work motivation in particular. For the sake of examining the
employees’ level of motivation on the congregation activity in delivering or arranging necessary
incentives and benefit for employees, the following questions are administered. The compiled
result presents in Table 14 below.
Table 14Employees incentive and benefit in the congregation
Table 14- Employees incentive and benefit in the congregation
No Items Mean
1 employees monetary incentive for their extra work 0
2 The time employees paid their salary 1.2
3 The congregation strategies to remunerate employees 1.5
4 employees chance to get leave of absence in case they have a reason 3.26
Scales- ≤ 1.49 = Not Satisfied, 1.5 – 2.49 = Slightly Satisfied, 2.5 – 3.49 = Satisfied,
3.5 – 4.49 = Very Satisfied, ≥ 4.5 = Extremely Satisfied
Table-14 above indicated that the deliver or arranging of necessary incentive and benefits to
employees in parish had the overall mean score of 1.49. This means that employees are not
58
satisfied with the incentive and benefits available or arranged in the parish level. Specifically,
employees are satisfied with the issue of item 4 as the mean value 3.26 indicated, but relatively
employees’ monetary incentive for their extra work (mean score indicated 0) is insufficient.
Overall, the data gathered by questionnaire and interview indicated that, employees were not
satisfied with the incentive and benefits given or arranged in their congregation. Therefore, it
affects the proper congregation work activities, customers’ satisfaction as well as employees’
level of work motivation. By supporting this, Noe, Hollenbeck, Gerhart and Wright (2009)
pinpoints incentive may affect not only the level of motivation but also the kinds of employees
who are attracted to and stay with the organization. In addition, Vegas (2005) pinpoint that the
utilization of various incentive systems in the office may attract highly qualified employees and
motivate them to be effective in their jobs.
In general, the parish practices in the selected independent variables that might influence
employees’ motivation were insufficient. Therefore, most of the practices on independent
variables scored below three, when it serves as the average of the likertscales. As a result,
employees were not encouraged to satisfy customers, to achieve parish objective as well as to
stay in the work. Thus, further attention should be given on improving the practice of parish and
congregation on the above-mentioned motivation factors. Improving the practice on those
independent variables may help to improve the employees’ motivation practiceas well as
customers’ satisfaction.
4.4 Correlation analysis
The Pearson product moment correlation coefficient is a statistic that indicates the degree to
which two variables are related to one another. The sign of correlation coefficient (+ or -)
indicates the direction of the relationship between -1 and +1. Variables may be positively or
negatively correlated. A positive correlation indicates a direct and positive relationship between
two variables. A negative correlation, on the other hand, indicates an inverse, negative
relationship between two variables (Leary, 2004). Measuring the strength and the direction of a
linear relationship that occurred between variables is, therefore, important for further statistical
significance. To this end the Pearson’s product moment correlation coefficient is computed for
59
the purpose of determining the relationships between various dimensions of motivation variables
and level of employees’ motivation.
Therefore, to answer the basic research question Pearson correlation is calculated. The result of
correlation analysis indicates the degree of relation that occurred between motivation factors
(independent variables) and employees’ level of motivation. The compiled result of correlation
presented in Table-15 hereunder.
Table 15Correlation between dependent and independent variables
Table 15- Correlation between dependent and independent variables
Motivation level
No Variables Pearson Correlation Significance
1 Achievement 0.26 0.01
2 Responsibility 0.52 0.000
3 Growth & development 0.62 0.000
4 Recognition 0.51 0.000
5 Parish policy & administration 0.58 0.000
6 Advancement 0.52 0.000
7 Supervision 0.61 0.000
8 Work design 0.29 0.001
9 Work relationship 0.63 0.000
10 Status 0.65 0.000
11 Parish working condition 0.61 0.000
12 Job security 0.60 0.000
13 Incentive & benefit 0.61 0.000
The result in Table above indicated all correlation values among motivation factors and
employees’level of motivation are positive. This specified the presence of direct relationship
between dependent and independent variables. According to Cohen, Manion and Morrison
(2007) the correlation value (result) interpretation guidelines; the result of achievement (0.26,
p<0.01) and work design (0.29, p<0.001) shows very slightly relationship although they are
statistically significant. However, the correlation result of the other variables are in between 0.51
60
– 0.65, p<0.001, which are statistically significant in determining the employees’ level of work
motivation. From the result in Table above one understands that status, work relationship, growth
and development, supervision, school working conditions and incentive had relatively strong
relationship in determining employees’ level of work motivation, while work design and
achievement had lower relationship in determining the dependent variables in congregations of
GiddaAyyana Parish.
4.5 Comparing the effect of intrinsic and extrinsic factor
To compare the effect of intrinsic and extrinsic factors on employees work motivation, the
regression analysis was taking place. Therefore, the result in Table-16 indicated that the value of
coefficient of multiple determinations (R 2) is 0.737; therefore about 73.7% of variation in
employees’ motivation practice and satisfaction is explained by the combination of both intrinsic
and extrinsic factors. But the rest 26.3% of variation in employees’ level of work motivation is
explained by other factors. The standardized coefficient (β) value of the two independent
variables (intrinsic and extrinsic) is calculated relative to each other rather than independent of
each other. Hence it allows distinguishing the relative importance of intrinsic and extrinsic
factors in determining employees’ motivation. Thus, the beta (β) value of extrinsic factors (β =
0.703, p<0.001) has the stronger positive effect on the level of employees’ motivation. The beta
(β) value of intrinsic (β = 0.206, p<0.001) has also a positive effect on the level of employees’
motivation at statistically significance level. As the result confirms, the value of extrinsic factors
is greater than that of intrinsic factors in determining the work motivation level of employees in
congregations’ of the Parish. Thus, the result obtained implying that extrinsic factors had
stronger effect on the employees’ level of work motivation than intrinsic factors.
Table 16The effect of intrinsic and extrinsic factors on employees’ motivation level
Table 16- The effect of intrinsic and extrinsic factors on employees’ motivation level
Factors Regression SE T β2 R2 F value p-value

coefficient
Intrinsic factor 0.325 0.101 3.203 0.206 0.737 178.49 <0.001
Extrinsic factor 0.931 0.085 10.95 0.703
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In general, the value of the analysis in Table above indicated the dominant effect of extrinsic
factors on the motivation level of employees’ in the Parish institution of the study area.
Therefore, to make the employees motivated for their work the extrinsic factors should get strong
attention than that of the intrinsic, even if both has their own impact on the level of employees
work motivation.
4.6 Priority of motivation factor
To determine the relative importance of motivation factors as reflected in thethirdresearch

question of this study, a regression analysis containing all the independent variables are
conducted. But when conducting multiple regressions multicollinearity may occur, this is
observed when two or more predictors in the model are correlated and they provide redundant
information about the response. Therefore, to check whether the regression analysis suffers from
multicollinearity among the independent variables, variance inflation factor (VIF) values are
calculated. As Table 17 indicates all VIF values are small enough (less than 5), thus there is no
serious multicollinearity problem in the model.After checking the absence of multicollinearity,
regression analysis is executed to prioritize the relative importance of independent variables on
employees work motivation. Accordingly, the five most important predictors of parish
employees work motivation and satisfaction were incentive and benefit (β = 0.226), professional
growth and development (β = 0.201), status (β = 0.196), supervision (β = 0.173) and parish
policy and its administration (β = 0.141), whereas advancement (β = -0.058), work design (β = -
0.030) and achievement (β = 0.027) did not have strong contribution in predicting the motivation
level of congregation of GiddaAyyana Parish. Although it is disclosed in Table 17 that extrinsic
factors had a significant stronger relationship with the level of employees’ work motivation, all
the extrinsic factors are not significant predictors of employees’ level of work motivation.
Specifically, even though job security (β = 0.026) is categorized into an extrinsic factor, its
relative importance in predicting employees work motivation is quite low. But in general, of the
five major motivational variables of employees in GiddaAyyana Parish, only professional growth
and development is a significant intrinsic factor. Therefore, the evidence is sufficient to conclude
that extrinsic factors were more effective than intrinsic factors in increasing the motivation level
of employees in congregation of the Parish. The overall result of the analysis presented in Table-
17 below.
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Table 17Regression results on relative importance of the motivation factors
Table 17- Regression results on relative importance of the motivation factors
Motivation factor VIF Parameter Standardized

estimate coefficient (β)
Incentive and benefit 1.69 0.223 0.226
Growth and development 1.82 0.178 0.201
Status 1.97 0.181 0.196
Supervision 1.94 0.132 0.173
Parish policy or guidelines 2.39 0.145 0.141
Working conditions 1.81 0.126 0.125
Work relationship 2.29 0.113 0.108
Recognition 1.70 0.084 0.079
Responsibility 1.71 0.083 0.066
Achievement 1.24 0.026 0.027
Job security 2.15 0.027 0.026

Work design 1.38 0.031 0.030
Advancement 2.20 0.057 0.058
The finding displayed in Table above provided the relative importance of each motivation factor
on employees’ initiation to their work. As the data vividly reveals the extrinsic factors were more
important to improve the motivation level of employees than the intrinsic one. Similar to this, the
research finding indicates extrinsic factors are the main causes for employees’ and leaders’ de-
motivation. The finding lists lack of incentives, low regard for employees and poor conditions of
service as the main causes that de-motivate employees.
Additionally, as identified inadequate salaries, low respect for and low status of employees, poor
accommodation, poor management and leadership and work environment as the main factors that
hinder employees’ motivation in the GiddaAyyana Parish. As described these issues have a
significant impact on work performance, that is, employees’ ability to deliver good quality
service as well as on levels of employee motivation. Furthermore, extrinsic factors as the main
63
causes for employees’ low job satisfaction. The evaluation research indicated that lack of safe
guard and proper handling, lack of adequate remuneration, lack of adequate housing, lack of
training opportunities; heavy work load and lack of acceptance were the factors that reduce
employees and congregation leaders’ job motivation and satisfaction.
Out of the human resource management system, the study conducted on the motivation and
satisfaction levels hygiene factors are more important for the motivation and satisfaction of food
service soldiers (Hyun, 2009). In addition, the findings of Teck-Hong and Waheed (2011) on job
satisfaction of sale persons in retail industries of Malaysia supports the strongest effect of
hygiene factors on the persons level of work motivation and satisfaction.
Therefore, it is safe to conclude that the effectiveness of motivator and hygiene factors on
individuals’ level of motivation varied according to the characteristics of workers and the kind of
the organizations they employed. By supporting this McClelland, Maslow and Herzberg (as cited
in Ahuja&Shukla, 2007) pinpoints the factors which motivate people vary with the level of
employees, their competence, individual personality and situations. In addition, Herzberg states
the workers in underdeveloped societies will designate some of the maintenance factors as
motivators because their primary needs have not been fulfilled and they continue to be motivated
by these factors (Ahuja&Shukla, 2007). Thus, the importance of motivator and hygiene factors in
employees of the parish was not similar with Herzberg finding. Hence hygiene factors were more
important than motivator in improving congregation area employees’ level of motivation in
GiddaAyyanaParish.
4.7 Conclusion
In conclusion this chapter focused on the analysis and interpretation of the data
gathered.Moreover this chapter outlined sample responses of the following; employee
motivation and their personal background, employee motivation and age, employee motivation
and service year, employee motivation and academic level, impacts of leadership on employee
motivation practice, practices on employee motivation, employee work achievement, employee
work responsibility, employee growth and development, employee recognition of employee,
64
parish policy or doctrine and administration, employee advancement, supervision, employee

work design of parish, work relationship, employee professional status, working condition,
employee job security, incentive and benefit, correlation analysis and comparing the effect of
intrinsic and extrinsic factor.
The following chapter, chapterfive focused on summary of finding, conclusion and

recommendations of the thesis.
65
CHAPTERFIVE:SUMMARY, CONCLUSIONSANDRECOMMENDATIONS
This part of the study deals with the summary of the major findings, general conclusion drawn
on the bases of the findings and recommendations which are assumed to be useful to enhance the
employees’ level of work motivation in GiddaAyyana Parish are forwarded for all concerned
academic staffs.
5.1 Summary of the findings
 Motivation seems to be one of the most important tools of human resource management.
Organizations design motivation systems to encourage employees to perform in the most
effective way but also to attract potential candidates. Therefore, where employees are highly
motivated, this can be translated into good performance and improve the quality of services
delivered to customers. To this end, the key to create the efficient motivation system is an
answer to the question what really motivate employees. Thus, this research seeks to provide
the current employees’ level of work motivation and the GiddaAyyana Parish practices on
the improvement of employees’ work motivation. Therefore, the study is aimed on assessing
impacts of leadership on employees work motivation practices in the Parish. In order to meet
this purpose, the following basic research questions were designed.
 How does leadership affect employees’ motivation practices?

 To what extent the Parish practicing on various motivation variables to improve the
employees’ work motivation?
 Which motivation factor is the most significant predictor in determining employees
work motivation?
To answer these research questions, descriptive survey method is employed. To this effect the
study was conducted in 28 selected congregations of GiddaAyyana Parish. A total of 399
employees are selected through random sampling technique, especially lottery method, to
participate in the study. To gather necessary information on the issue 399 questionnaires are
distributed to employees, and only 361 were properly filled and returned.
66
In addition, semi-structured interview was conducted with 10 congregation leaders and core
process head or parish executive board members to extract in-depth information regarding to
employees’ level of motivationpractice.The data collected from employees through closed ended
questionnaire is analyzed and interpreted by using different statistical tools like percentage,
mean, independent sample t-test, one-way ANOVA and multiple regressions. The analysis of the
quantitative data is performed in the help of SPSS. The data gathered through open ended
questionnaire and semi-structured interview is analyzed qualitatively using narrations to support
the result obtained from quantitative analysis. After all the research came up with the following
major findings.
TheGida Parish practices on the independent variables that influence employees’ work
motivation were insufficient. Therefore, most of the practices on independent variables scored
below three, when it serves as the average of the likert scales. As a result, employees are not
encouraged to perform organizational activities, to achieve parish objective as well as to stay in
the profession. Due to these employees are not successful to improve the customers’ satisfaction
as well as the achievement of parish goal. The major findings on the variables that influence the
employees’ work motivation are summarized below.
 As the employees response indicates their responsibility for the institutional performance
processes are in good position. But the interview conducted with congregation leader and core
process heads indicates that, majority of employees expect command from the parish leader,
core process heads or other concerned parish members to do their work. This confirms the
presence of some problems that affect the motivation level of employees to their works.
 Employees’ in-service growth and development support is important for the improvement of the
parish performance as well as the customers’ satisfaction. Towards this the compiled result
from interview and questionnaire indicated the presence of low professional growth and
development practices for employees in both parish and congregation level.
 The recognition and rewarding activities given for employees in congregations of the Parish
were insignificant as the response of employees indicated. Congregation leaders exercised low
in recognizing the good performance or achievement of employees’, which influence the
motivation level of employees.
67
 The Gida parish involvement in having clear guidelines and management was satisfactory, as
the overall response of employee depicts. Even if the employees’ response on their finance
policy and the way it was managed rated satisfactory, its weakness in participating
employees in various issues and the attractiveness of the guidelines on its practice has great
impact on the motivation level of employees.
 Supervision is the core to improve the institution’s performance as well as the
employees’ capacity to solve problems. But, the response of employees shows the
availability of insignificant supervision inGidaparish. In addition, majority of
employees agreed that most of the time supervisors come to evaluate or inspect the
performance of employees.
 Good relationship between the communities around parish was one that improves the
customers’ satisfaction and employees’ motivation as well. In light of this, the
employees’ response confirms the presence of satisfactory relationship with the
community but relatively deprived relationship was observed between employees
and core process heads.
 The institutional environment and working conditions are one that facilitates
effective parish work performance as well as employees’ motivation. The
employees’ response shows their disagreement on the conduciveness of their
working conditions. Thus, the environment and working conditions of congregations
were not attractive and initiative for the work of employees.
 The utilization of various incentive systems in the parish may attract highly qualified
employees and motivate them to be effective in their jobs. Thus, the parish
involvement in delivering necessary incentives and benefit for employees was in low
level. As a result, employees were slightly satisfied with the congregation
involvement in delivering various incentive and benefits.
The independent variables have positive linear relationship with employees’ motivation
level. The correlation values among independent factors and employees’ level of motivation
is in between 0.26 – 0.65. Even if the value of correlation varies in between each
independent variable, all the predicting variables have significant relation in determining the
employees’ work motivation.
68
Both intrinsic and extrinsic motivation factors have strong power in determining the
motivation level of employees. As the regression analysis indicates, about 73.7% of
variation in employees’ level of motivation and satisfaction is explained by the combination
of both intrinsic and extrinsic factors. But the beta (β) value of extrinsic factors (β = 0.703,
p<0.001) is larger than that of intrinsic (β = 0.206, p<0.001) in determining motivation level
of parish office employees. Therefore, the result obtained above implying that extrinsic
factors had stronger effect on the employees’ level of motivation than intrinsic factors.
The independent variables have different strength in improving employees’ work
motivation. Towards this, all independent factors were ranked according to their predictive
power of employees’ motivation. The five most important predictors of parish employees
work motivation and satisfaction were incentive and benefit (β = 0.226, p<0.01),
professional growth and development (β = 0.201, p<0.01), status (β = 0.196, p<0.01),
technical supervision (β = 0.173, p<0.01) and finance policy and its management (β = 0.141,
p<0.05).
5.2 Conclusion
To what extent theGidda Parish practicing on various motivation variables to improve the
employees work motivation and to perform their responsibility effectively looks like? This is the
overarching research question that guides this study. To this end, the findings presented in
previous section regarding to the issue investigated are enforced the researcher to draw the
following general conclusions.As the compiled result indicated, the practices of the parish to
promote the employees work motivation were not as much satisfactory as expected. As a result
the employees’ motivation to their work is not visible to improve the customers’ and quality of
service in general. Limitations, in this aspect of the employees’ initiation or motivation to their
work, make the institutional performance ineffective and it enforce the employee to leave the
profession. Furthermore, the findings also reveal the congregation weakness in practicing on
various aspects that have direct relation with the employees work motivation as well as the
achievement of Central synod, Parish and congregation development goal.As the finding
indicates congregation leader employees in GiddaAyyana Parish place greater emphasis on
extrinsic factors than intrinsic, namely incentive and benefit, professional growth and
development, status, supervision and offices guidelines and its management in improving their
69
work motivation and objective achievement. Among the intrinsic motivation factors only
professional growth and development is found to be significant in this survey. This suggest that
congregation leaders preparing a reward scheme may need to consider the five motivational
factors of incentive and benefit, professional growth and development, status, supervision and
parish guidelines and administration over other motivational factors, because, these five factors
can play strong role in improving the work motivation, satisfaction and performance of
employees in Parish. The main implication of this study is that congregation leader and core
process heads need to keep employees happy and take care of their concerns and needs.
Motivated and satisfied employees will talk about how great their job is and they will perform
better in their work to achieve the objective of human resource management. Additionally, if
congregations work in collaboration with concerned bodies improve working conditions that
incorporate the five most important motivation factors, employees turnover will be lower, which
in turn, will reduce the considerable costs and time that parish office incur in assigning and
socializing new employees and to end the customers’ satisfaction will be improved.
5.3 Recommendations
It is found that motivated employees perceive that they will fulfill their responsibilities by
exerting maximally. The result of the study indicated that employees are not motivated and
satisfied as expected in the practices exercised in their respective congregations. To direct the
institutional work in a better way the congregations practices on employees’ motivation should
be improved. Springing on this idea the following recommendations are forwarded to all
concerned bodies of the congregations (manager, core process head and others) in GiddaAyyana
Parish.
It is found that congregation leaders and core process heads are not actively involved in
employing various motivation mechanisms to improve employees’ level of motivation.
Therefore, it is recommended that theGida parish should arrange a special training
program for congregation leaders or managers and core process heads. The training
program should focus on concept of motivation and mechanisms to improve motivation
of employees (like recognition, training, incentive, continuous support etc.). This help the
parish leaders and core process heads to understand and use various motivation
70
techniques in supporting the work of employees as well as to use their efforts for
customers’ satisfaction.
It is found that the employees’ recognition practice in parish is poor and which affects the
employees’ motivation to their work. Therefore, it is recommended that to enhance the
employee motivation and performance it is vital that the recognition strategies and their
implementation in the parish must be revisited and all concerned bodies should follow up
their proper management. This should be done by arranging the program to notice the
good performing employees for the community, by giving paper recognition, monetary
incentives and other that initiate employees to their work.
Parish leader and congregation leader did not deliver various in-service training which
makes the employees to be effective in their work. Therefore, it is recommended that
congregations and the parish should arrange training programs on customer service,
quality management and special training based on the result of parish work through
collaborating with Central synod. In addition, congregation leaders and core process
heads should arrange employee experience sharing opportunities inside the parish and
with neighboring congregations. All this makes the employees to be effective as well as
motivated in the parish work.
As the finding indicates, Gidaparish experts and core process heads are not enough
competent to support congregation employees. Therefore, it is advisable that
congregation, parish and central synod work collaboratively to upgrade core process
heads through giving training opportunities, while new comers should be selected and
assigned according to their skill and professional qualifications to the position.
As the finding of the study indicates, extrinsic motivation factors are more important in
improving the motivation level of employees than intrinsic factors. Thus, it is advisable
that parish work more for the improvement of extrinsic motivation factors. This is done
by preparing strategies that solve the problems identified in the findings. In addition,
congregation in collaboration with central synod work together to improve the status of
employees by using various mechanisms like by preparing drama, distributing printed
papers, workshops, employees’ day, and alike.
Under GiddaAyyana Parish there were twentyeight (28) congregations. All congregations
were changing their temporary leader within two years round permanently according to
71
the guideline of EECMY. This brought that there was no permanent leader that may
know about the congregation’s strategic plan and employees’ condition. Also, there was
no former leader that can facilitate work environment for employees and the new comers
of elders. Therefore, GiddaAyyana Parish should need to recruit permanent leader that
can facilitate work environment for the new comers of elders for each congregation by
following the guideline given by EECMY to have sustainable employees effectiveness
and congregation development.
72
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APPENDIX I
MEKANE YESUS SEMINARY
COLLEGE OF MANAGEMENT AND LEADERSHIP
DEPARTMENT OF ORGANIZATIONAL LEADERSHIP
Questionnaires for Respondents
Dear Respondents:
I am a post graduate (Master) student of MekaneYesus Management and Leadership College

Department of Organizational Leadership. I am carrying out a study on the topic: Impacts of
leadership on employees Motivation Practices in the case of GidaAyana Parish. Thus, the main
purpose of this questionnaire is only to collect relevant information to compliment this research
work. You are, therefore, kindly requested to fill the questionnaire in order to give necessary
information on the issue related to the study. The success of this study directly depends upon
your honest and genuine response to each question. Each data you supply will be used only for
the purpose of academic issue and also treated with at most confidentiality.
THANK YOU!
Show your agreement to fill the questionnaire by answering the next question.
 Would you fill this questionnaire voluntary?
Yes No
Note:
No need of writing your name.
Your answer should represent your direct feelings.
Ask the data collector; if you need extra support before giving your answer in confusion.
Be sure to keep the statement in mind when deciding how you feel about that aspect of
your job.
Be frank. Give a true picture of your feeling about your present job.
Part I: This part of the questionnaire contains the personal information, thus, please fill the
necessary answers for each item properly by putting () in the box prepared.
i
1. Sex: Male Female

2. Age
18 - 23 24 – 29 30 - 35 36 – 40 41 - 45 46 - 50 51 and above
3. Service Year
Less than a 1 – 4 5 – 8 9 – 12 13– 16 Above 16
year years years years years years
4. How long have you been working at this church?

__________________________________
5. Academic level
Certificate Diploma 1st degree 2nd degree
Table1 Impacts of leadership on employees’ motivation practice.
1= Strongly Disagree (SDA) 2= Disagree (DA) 3= Not Decide (ND) 4=Agree (A) 5= Strongly
Agree (SA)
Roll 1 2 3 4 5
No. Items
1
Leaders ensure that staffs have the training they require.
2
enable others to think about old problems in new ways
3
give personal attentions to others who seems rejected
4 Leaders recognize staff’s achievements with

encouragement and support.
ii
5
Leaders tell others what to do if they want to be rewarded
for their work
6 Leaders encourage employees to make the most of their
skills and capacities to their jobs
7 Leaders believe in empowering staff to take charge of their
own development
8 Providing staff with vision through clear goals and
objectives is an important part of this job
9 make quick decisions when necessary
10 The leaders content to let others to continue working in the

same way as usual
11 regularly check that objectives between different parts of

the team or company are congruent
12 check staff’s work on a regular basis to assess their
progress and learning
13 Developing staff and creating opportunities for them to
grow in their job is an integral part of his job
14 Motivating others and being a good role model for his staff
contributes towards excellence within the organization
15 The parish clearly clarify the responsibility for achieving

targets
16 leaders make Employees to have an active role in
developing objectives for themselves, their team and the
company as a whole.
17 Leaders help others to find meaning to their job
iii
Table 2- Employees’ work achievement
1= Not Satisfied (NS) 2= Slightly Satisfied (SS) 3= Satisfied (S) 4=Very Satisfied (VS) 5=
Extremely Satisfied (ES)
No. Items 1 2 3 4 5
1 Employees feeling in observing their work result
2 Employees feeling in doing things worthwhile
3 Employees feeling from the accomplishment of their job
4 Employees chance to do the work that they do best
5 Employees chance to do works that suited to their ability
Table 3- Employees’ responsibility to their work
Agree (SA)
No. Items 1 2 3 4 5
1 Employees prepare plan for their work
2 Employees are responsible for the customer satisfaction
3 Employees use their own judgment to make work effective
4 Employees receive responsibility in relation to their job
5 Employees support the work of others
6 Employees raise the awareness of the community
iv
Table 4- Employees professional growth and development practices
No. Items 1 2 3 4 5
1 Trainings opportunities based on employees need
assessment
2 Employees opportunity to do different things on their
job
3 employees opportunity for experience sharing with
nearby congregations
4 Employees chance to improve their leadership skill
5 Employees chance to participate in various on-job

trainings
Table 5- Recognition of employees on their job
No, Items 1 2 3 4 5
1 The way employees are noticed for their good work
2 The way employees get full credit for the work they do
3 The way the parish management tell employees when
they do well
4 Parish strategy to reward best activities of employees
5 The way "employees of the Year" are selected
v
Table 6- Parish guidelines and its administration
1= Very low (VL) 2= Low (L) 3= Satisfactory (S) 4=High (H) 5= Very high (VH)
No. Items 1 2 3 4 5
1 The presence of church-based rule and regulation
2 The proper administration of parish rule and
regulation
3 The way parish inform policies and its procedures for
employees
4 The way parish policies are put into practice
5 The church capacity to treat employees equally
6 The way managers lead the church
7 The participation of employees on various parish
issues
8 The way the parish backs up his/her employees to
top management
9 The way the parish takes care for the complaints of
employees
Table 7- Employees’ advancement program in the parish
No Items 1 2 3 4 5
1 Parish strategies to improve employees performance
2 The way employees are promoted to their good achievement
3 Employees career promotions in the Parish
4 employees opportunity to become core process head
vi
Table 8- Supervision practices in the parish
Agree (SA)
N Items 1 2 3 4 5
o
1 Supervisors know how to support employees
2 Supervisors are interested to help employees
3 employees get continuous support from core process head
4 Parish core process head provide training on various issues
5 Parish core process head observe congregations work
6 employees are supervised in a supportive and democratic
manner
7 Core process had initiate the employees to discuss on various
parish issues
Table 9- Work design of Parish
No Items 1 2 3 4 5
1 employees opportunity to use their various talent and skill
2 Opportunity of freedom and independence to individual
employees
3 The significant impact of employees work on the work of
other people
4 employees chance to get clear feedback on their
performance
5 employees chance to engage in clear and identifiable task
6 The employees’ chance to change parish performance
vii
Table 10- Employees work relationship in the parish
No Items 1 2 3 4 5
1 parish members cooperation to work
2 Employees’ relationship with other employees in the parish
3 Employees’ relationship with the congregation customers
4 leaders’ interest to talk with employees on various issues
5 Employees’ relationship with management group
6 Employees’ opportunity to know each other well
7 Employees’ work relationship with coordinators
8 Employees’ chance to work with a wide range of peoples
Table 11- Employees’ status in the parish community
No. Items 1 2 3 4 5
1 The social position in the community that goes with

the job
2 The employees’ chance to be “somebody” in the
community
3 The employees’ chance to participate in various social
issues
4 The employees’ chance to be important in the eye of

others
5 The employees’ chance to have a definite place in the
viii
Table 12- Parish working conditions
Agree (SA)
No. Items 1 2 3 4 5
1 employees motivated by parish working conditions
2 The congregation surroundings are attractive to work
3 The church environment supports the employees work
4 employees have furnished room to work together
5 Adequate church equipment and facilities are available
6 The employees workload is fairly distributed
7 employees have refreshment materials in the church
Table 13- Employees job security in the congregation
No. Items 1 2 3 4 5
1 employees job security in the congregations
2 Employees’ opportunity for a secure future
3 Employees’ opportunity for steady employment
4 Leaders involvement for employees’ welfare
5 The work to solve problems that threaten employees
ix
Table 14- Employees incentive and benefit in the parish
No Items 1 2 3 4 5
1 Employees’ monetary incentive for their extra work
2 The time employees paid their salary
3 The parish strategies to remunerate employees
4 Employees’ chance to get leave of absence in case they have
a reason
Table 15- Correlation between dependent and independent variables
Motivation level
No Variables Pearson Correlation Significance
1 Achievement
2 Responsibility
3 Growth & development
4 Recognition
5 Parish policy & administration
6 Advancement
7 Supervision
8 Work design
9 Work relationship
10 Status
11 Parish working condition
12 Job security
13 Incentive & benefit
x
Table 16- The effect of intrinsic and extrinsic factors on employees’ motivation level
Regression SE T β2 R2 F value p-value

coefficient
Intrinsic factor
Extrinsic factor
Table 17- Regression results on relative importance of the motivation factors
Motivation factor VIF Parameter Standardized

estimate coefficient (β)
Incentive and benefit
Growth and development
Status
Supervision
Parish policy
Working conditions
Work relationship
Recognition
Responsibility
Achievement
Job security
Work design
Advancement
xi
Appendix II
MekaneYesusManagement and Leadership College
Semi-structured interview guidelines for congregation leaders
1. Do employees know the vision, mission and value of the congregation?

2. What the congregations do to improve the employees’ motivation practice?
3. Is the congregation conduct employees training need assessment?
4. Are the congregation furnished with necessary facilities to support the employees’ effort?
5. What measures are taken to compensate the employees’ effort in the congregation?
6. Are employees participative in various congregation’s work?
7. How do you evaluate the employees’ motivation to their work?
Appendix III
MekaneYesus Management and Leadership College
Semi-structured interview guidelines for Parish core process head.
1. Do leaders inform the congregation vision, mission and value to employees?

2. What the parish or congregation do to improve the employees’ motivation practices?
3. Is the parish conduct employees training need assessment?
4. Are congregation leaders giving continual support for employees?
5. Are the parish or congregation furnished with necessary facilities to support the
employees’ effort?
6. What measures are taken to compensate the employees’ effort in the parish level?
xii

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MEKANE YESUS MANAGEMENT AND LEADERSHIP COLLEGE

DEPARTMENT OF ORGANIZATIONAL LEADERSHIP

THE IMPACT OF LEADERSHIP ON EMPLOYEE MOTIVATION PRACTICE:

ADVISOR: MELESE MEKASHA (PhD)

ADDIS ABABA, ETHIOPIA

THE IMPACT OF LEADERSHIP ON EMPLOYEE MOTIVATION PRACTICE: IN

ADVISOR: MELESE MEKASHA (PhD)

A RESEARCH SUBMITTED TO EVANGELICAL CHURCH MEKANE YESUS

ADDIS ABABA, ETHIOPIA

THE IMPACT OF LEADERSHIP ON EMPLOYEE MOTIVATION PRACTICE: IN THE CASE OF

Advisor: Dr. MeleseMekashaWoldeyesSignature______ Date___________

Advisor- Name: ________________________________

Lastly, I would like tooffer my heartfelt thanks toGiddaAyyana Parish Leader

ACRONYM AND ABBREVIATION

EECMY: Ethiopia Evangelical Church MekaneYesus

HRM: Human Resource Management

ERG: Existence, Relatedness and Growth needs

ANOVA: Analysis of Variance

SPSS: Statistical Package for Social Science

2.1.2.5.4 McClelland’s acquired needs theory.....................................................................................18

4.1.4 Employees motivation and academic level.................................................................................38

CHAPTER ONE:INTRODUCTION AND BACKGROUND OF THE STUDY

1.1 Background of the study

1.2 Statement of the problem

1.3 Objectives of the study

1.3.1 General objectives

1.3.2 Specific objectives

 To describe the impacts of leadership on employee’s motivation practice in GiddaAyana

The following research questions formulated for the study:

1. How does leadership affect employees’ motivation practices?

1.5 Significance of the study

1.6 Limitations of the study

1.7 Delimitation of the study

1.8 Organization of the thesis

CHAPTER TWO:REVIEW OF RELATED LITERATURE

2.1. Conceptual Definitions

2.1.2.1 The Conceptual Framework of motivation

2.1.2.2 Characteristics’ of motivation

2.1.2.3. Importance of motivation

2.1.2.4 Types of motivation

In seeking to understand the motivational processes, it is perhaps necessary to distinguish two

2.1.2.4.1 Intrinsic motivation

2.1.2.4.2 Extrinsic motivation

2.1.2.5 The Theoretical Framework of motivation

2.1.2.5.1 Content (Need) theory of motivation

2.1.2.5.2 Maslow’s hierarchy of need theory

2.1.2.5.3Alderfer’s ERG theory

2.1.2.5.4 McClelland’s acquired needs theory

2.1.2.5.5 Herzberg Two-Factor theory

2.1.2.5.6 Process theories of motivation

Process or cognitive theories of motivation focus on conscious human decision processes as an

2.1.2.5.7 Expectancy theory of motivation

2.1.2.5.8 Equity theory of motivation

2.1.2.5.9 Goal setting theory of motivation

2.2. Leadership and Employee Motivation

2.3. Motivation and employee performance

2.4 Employees’ motivation and job satisfaction

2.5 Factors associated with employee’s job motivation and satisfaction

Therefore, various factors that dissatisfy employees’ in developing countries, as researched by

2.6 Employees’ motivation strategies and its challenges

2.7. Relation between Leadership and Motivation

2.8. Conceptual Framework

Advisor: Dr. MeleseMekashaWoldeyesSignature Date_____