RESEARCH PROJECT

Name
USN
Elective
Date of Submission
 TITLE

A Study of the Impact of Intrinsic and Extrinsic

Motivation on Employees’ Performance in Intra-
regional Public Sector Organisations

Research project submitted in partial fulfilment of the

requirements for the Postgraduate Diploma in Human Resource Management by Jain Deemed to be University
 Table of Contents

Contents
Acknowledgement ................................................................................................................................................ - 1 -
1 Introduction .................................................................................................................................................. - 2 -
2 Background of Organisations........................................................................................................................ - 4 -
3 Objectives ..................................................................................................................................................... - 7 -
4 Limitation/Scope........................................................................................................................................... - 7 -
5 Literature Review.......................................................................................................................................... - 8 -
5.1 Definitions of motivation..................................................................................................................... - 8 -
5.2 Motivation at a Glance with a strong focus on the content theories ................................................ - 8 -
5.3 Intrinsic verses Extrinsic Motivation.................................................................................................. - 11 -
6 Research Methodology ............................................................................................................................... - 12 -
7 Data Collection Methods ............................................................................................................................ - 13 -
8. Data Analysis............................................................................................................................................... - 14 -
9 Key Findings ................................................................................................................................................ - 23 -
10 Recommendations ...................................................................................................................................... - 25 -
11 Conclusion................................................................................................................................................... - 26 -
References........................................................................................................................................................... - 27 -
Figures ................................................................................................................................................................. - 30 -
Annex 1 – Sample Questionnaire ........................................................................................................................ - 31 -

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Acknowledgement

I would like to express appreciation to Mr. Vincent Atkins for his assistance in reviewing my drafted
questionnaire and providing guidance where necessary.

Acknowledgement is also given to the staff of the various institutions who took time out to
complete the online survey that would have provide me with the data needed to complete the
research project.

A special thank you to Prof. Dr. Jayanthi Ravichandran for her guidance during this process.

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1 Introduction

“Employees who believe that management is concerned about them as a whole person – not
just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees
mean satisfied customers, which leads to profitability.”

Anne M. Mulcahy - former CEO of Xerox

Organisations need employees who are committed to getting the job done and how motivated
they are will no doubt affects their overall performance and ultimately the organisation as a
whole. Therefore, it is imperative that leaders within organisations understand and appreciate
that, there are factors that positively or negatively affect their employees’ performance on the job.
One such influencer is motivation [the process that initiates, guides, and maintains goal-
oriented behaviors. It is includes the biological, emotional, social, and cognitive forces that
activate human behavior - (Cherry, 2022). How motivated a group of employees under the
supervision of a leader determines if those employees will give a 110 per cent and if not what
should or must the leader/supervisor do to ensure that their charge is performing at the level
they need to for the very survival of the firm/organisation.

Employees within organisations will be motivated either intrinsically [Intrinsic motivation is

defined as the doing of an activity for its inherent satisfaction rather than for some separable
consequence. When intrinsically motivated, a person is moved to act for the fun or challenge
entailed rather than because of external products, pressures, or rewards (Deci, 2000) or
extrinsically [Extrinsic motivation describes behavior driven by external rewards or
punishments. These consequences can be tangible — such as monetary loss, shame—, or
abstract — for example, social respect or shame, (Nickerson, 2021). This is important for
leaders/managers to comprehend. Leaders/managers need to be able to determine for example,
where on the Maslow’s Hierarchy of Needs the employee falls. , For example, is the employee
looking to fulfil basic needs, or is he or she at the peak of Maslow’s Hierarchy of needs Self

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Actualisation. Understanding this will provide a roadmap that could be used to begin the process
or motivating charges. Leaders/Managers need to develop strategies and determine those
factors that can be or should be used to motivate employees, which will ultimately influence
performance positively.

The Researcher will be examining with the use of primary source the impact, if any, of Intrinsic
and Extrinsic motivation on employees’ performance within Intra-regional Public Sector
Organisations.

The Researcher will analysis the data gather to determine whether there was a correlation
between Intrinsic and Extrinsic Motivation and Employees Performance.

The Researcher would glean the necessary primary data [type of data that is collected by
researchers directly from main sources through interviews, surveys, experiments, etc. Primary
data are usually collected from the source—where the data originally originates from and are
regarded as the best kind of data in research] (What is Primary Data? + [Examples & Collection
Methods], 2022) from Employees of several regional organisations that would be critical to the
Research.

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2 Background of Organisations

The Organisations from which respondents would be drawn from include the following -

The Caribbean Community (CARICOM) Secretariat mandate is to contribute, in support of

Member States, to the improvement of the quality of life of the People of the Community and the
development of an innovative and productive society in partnership with institutions and groups
working towards attaining a people-centred, sustainable and internationally competitive
Community. Article 23 of the Revised Treaty provides for the Secretariat as the principal
administrative organ of the Community with Headquarters in Georgetown, Guyana. The
Secretariat also has an Office in Barbados and a small satellite unit in Jamaica. Secretary-General
Dr. Carla Barnett a national of Belize heads the Secretariat. An Executive Management Committee
inclusive of the Deputy Secretary-General ably supports the Secretary-General in the daily
operations of the Secretariat. (CCS, 2022)

The Caribbean Community (CARICOM) is an intergovernmental structure that is a political and

economic union of 15 Member States (Antigua and Barbuda, The Bahamas, Barbados, Belize, Dominica,
Grenada, Guyana, Haiti, Jamaica, Montserrat, Saint Kitts and Nevis, Saint Lucia, Saint Vincent and the
Grenadines, Suriname, and Trinidad and Tobago) and five (5) Associate Member States (Anguilla,

Bermuda, the British Virgin Islands, the Cayman Islands, and Turks and Caicos) Its primary objectives is to

promote economic integration. It is home to approximately sixteen million citizens. The main
ethnic groups of Indigenous Peoples, Africans, Indians, Europeans, Chinese, Portuguese
and Javanese. The Community is multi-lingual; with English as the major language
complemented by French and Dutch and variations of these, as well as African and Asian
expressions. CARICOM rests on four main pillars: economic integration; foreign policy
coordination; human and social development; and security. The Main driver is a CARICOM

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Single Market and Economy (CSME). The CSME seeks to implement provisions for the removal
of trade and professional restrictions. These provisions facilitate the right to establishment
businesses, to provide regional services, the free movement of capital and the coordination of
economic policies.

The Caribbean Centre for Renewable Energy and Energy Efficiency (CCREEE) is an institution of
CARICOM with a mandate to promote renewable energy and energy efficiency investments, markets
and industries in the Caribbean. It aims at improving access to modern, affordable and reliable energy
services, energy security and mitigation of negative externalities of the energy system (e.g. local
pollution and greenhouse gas emissions) by promoting renewable energy and energy efficiency. It can
be seen as the implementation hub for sustainable energy activities and projects within the
Caribbean region. (CCREEE, 2022)

The Caribbean Development Fund (CDF) - The CARICOM Development Fund (CDF) is an institution
of the Caribbean Community which mandate is to provide financial or technical assistance to
disadvantaged countries, regions and sectors in the Community. In this capacity, the CDF is central
to addressing the disparities among the Member States of CARICOM, which may result from the
implementation of the CSME. (Caribbean Development Fund , 2022)

The Caribbean Development Bank (CDB) is a financial institution that assist the Caribbean nations,
finance social and economic programs in its member countries. The Caribbean Development Bank
is headed by the Board of Governors. This Board delegates oversight of Bank operations to the
Board of Directors, which is chaired by the President. The President is appointed by the Board of
Governors and is responsible for the day-to-day business of the Bank. He is assisted by two Vice-
Presidents and an Advisory Management Team. (CDB, Overview, 2022)

The Organisation of Eastern Caribbean States (OECS) - he Organisation of Eastern Caribbean States
(OECS) is an International Inter-governmental Organisation dedicated to regional integration in the
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Eastern Caribbean. The vision of the Organisation for 2020-2024 "A better quality of life for the
people of the OECS" and Mission Statement: "To drive and support sustainable development
through regional integration, collective action and development cooperation".

The Organisation of Eastern Caribbean States came into being on 18 June 1981, when seven Eastern
Caribbean countries signed a treaty agreeing to cooperate and promote unity and solidarity among
the Members. The Treaty became known as the Treaty of Basseterre, named in honour of the capital
city of Saint Kitts and Nevis where it was signed. The OECS is now an eleven-member grouping
comprising of the full Member States of Antigua and Barbuda, Commonwealth of Dominica,
Grenada, Montserrat, Saint Kitts and Nevis, Saint Lucia and Saint Vincent and the Grenadines. These
members are part of the Economic Union and received the full benefits of Economic Union like free
movement of people and goods, with the British Virgin Islands, Anguilla, Martinique and
Guadeloupe as associate members of the OECS. (About the OECS, 2020)

The CARICOM Organisation for Standard and Quality (CROSQ) The CARICOM Regional
Organisation for Standards and Quality (CROSQ) is the regional centre for promoting efficiency and
competitive production in goods and services, through the process of standardisation and the
verification of quality.

It aims to harmonise and circulate regional standards, facilitate competitiveness and trade both
regionally and internationally and to enable the sustainable production of goods and services in
the CARICOM Single Market and Economy (CSME) for the enhancement of social and economic
development of the region. (CROSQ, 2022)

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3 Objectives

(i) Understand the positive or negative impact that motivation have on employee
performance through the collection and analysis of data from Intra-regional Public Sector
Organisations as well as secondary data; and

(ii) Determine whether intrinsic and extrinsic motivation together affects employee’s
performance.

4 Limitation/Scope

The scope of this Research would be limited to the evaluation of the impact of intrinsic and
extrinsic motivation on employee performance within Intra-regional Public Sector Organisations.

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5 Literature Review

In this section, the researcher discusses some of the key concepts and theories that have been put
forward in the important field of motivation. A comprehensive analysis cannot be complete without
an understanding of motivation on employees’ performance.

5.1 Definitions of motivation

Cherry (2022) posited that Motivation is the process that initiates, guides, and maintains goal-
oriented behaviours. Luthan (1998) on the other hand said motivation was a process that starts
with a physiological deficiency or need which activates a behaviour or drive. Mullins (2006)
purported that motivation is one of the key ingredients in employee performance and productivity.
While the definitions put forward so far are reflective of what motivation is, Greenberg and Barron
(2003) provided a more applicable definition for the purpose of the study as it addresses both
motivation and performance – “The set of processes that arouse, direct, and maintain human
behaviour towards attaining some goal”

5.2 Motivation at a Glance with a strong focus on the content theories

There has been many theories put forward over the decades in an attempt to assist persons to
understand and appreciate the nature of motivation. These theories may to some extent be true
and therefore help us glean a better understanding of the behaviour of certain people at given
times. Many of the theories point us to a framework on how we can best motivate workers that
ultimately results in better performance of employees within organisations.

Frederick Taylor (1856–1917) in his writings posited that employees are motivated mainly by pay.
The main point of his argument was that employees generally do not enjoy work and therefore
need close supervision and control. Douglas McGregor shared a similar view as he put forward the

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Theory X employees, which indicated that employees disliked work and must be controlled. Elton
Mayo (1889-1949) contradicted them by arguing that managers need to display interest in their
employees, treat them as persons who have worthwhile opinions and recognise that employees
enjoy interacting together. In today’s changing work environment one would tend to agree with
Mayo’s argument that managers indeed need to show interest in their employees and treat them
as key assets ensure the very survival of the organisation. Baldoni, J (2005) opined that motivation
is purely and simply a leadership behaviour, which stems from wanting to do what is right for people
as well as the organisation. He believes that leadership and motivation are active processes

Abraham Maslow (1908 – 1970), along with Frederick Herzberg (1923 - ), introduced the Neo-
Human Relations School in the 1950’s which examined the psychological needs of employees.
Maslow stated that there are five (5) levels of human needs which employees need to have fulfilled
at work if they are to give maximum performance. Figure 1 below outlines these five (5) levels. He
was of the view that managers needed to offer various levels of incentives to employees in order
to assist them in fulfilling each need. Managers must recognise that employees are not all motivated
in the same way and should therefore develop strategies or incentive packages with this in mind.

Figure 1 – Maslow’s Hierarchy

Clayton Alderfer (1940) sought to modified Maslow’s hierarchy by introducing three (3) core level
needs, Existence, Relatedness and Growth (ERG). He expounded that Existence needs related to
sustaining human existence and was closely linked to the physiological and safety needs posited by
Maslow. Relatedness needs address relationship with the social environment and concern itself

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with belonging, affiliation and meaningful interpersonal relations, which link closely to the esteem
needs while the Growth needs address development of potential and is closely linked to self-
actualisation. Alderfer seems to be conclude that the lower-level needs do not have to be satisfied
before higher-level needs emerge as a motivating influence.

Figure 2 below succinctly links Maslow’s, Alderfer’s and Herzberg’s motivation theories.

Frederick Herzberg (1923- ) in his school of thought advanced the two-factor theory of motivation.
He stated that there were certain factors (motivators) that an organisation could introduce that
would directly motivate employees. He argued that there were factors, which if not present, would
demotivate the employee, but would not in themselves actually motivate employees to work
harder. Hygiene factor or two-factor theory states that there are certain factors in the workplace
that cause job satisfaction while there are other factors that cause dissatisfaction.

Victor Vroom (1964) put forward the theory of Expectancy. This theory states that employees have
certain expectation and that their level of performance would depend on the perceived outcome

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of a given situation. Antomioni (1999) seems to be agreeing with Vroom by stating, “the amount of
effort people are willing to put in their work depends on the degree to which they feel their
motivational needs will be satisfied.”

John Adams (1975) in his Equity Theory argued that employees are more motivated if they are
treated fairly and less motivated when there is inequity between employees. One may conclude
also that such a situation could also create friction and create a culture of mistrust and disharmony.

Halepota (2005) argues that motivation is the active participation and commitment of a person
towards achieving a particular result. He posited that the concept of motivation is abstract, since
different strategies produce different results at varying times and as such, there was no strategy
that can produce guaranteed favourable results.

5.3 Intrinsic verses Extrinsic Motivation

Ambrose and Kulik (1999) put forward the argument that intrinsic motivation is perceived to be
highly dominant. However, Reinholt (2006) explained that both intrinsic 1 and extrinsic 2 motivation
must be analysed so as to truly understand motivation. It is clear that there is no one size fits all
approach to motivation but rather a combination of several strategies aimed at impacting employee
performance. Hughes et al (2009) felt that many leaders appear to suffer from extrinsic
motivational bias and falsely believe followers are more motivated by money. Ryan and Deci (2000)
made the case that intrinsic motivation exists in the relationship between individuals and activities.
It is believed that people are intrinsically motivated for some activities and not others, and not
everyone is intrinsically motivated for any particular task.

1 defined as the doing of an activity for its inherent satisfactions rather than for some separable consequence
2 a construct that pertains whenever an activity is done in order to attain some separable outcome

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6 Research Methodology

The methodology that the researcher utilized was the quantitative method. Quantitative
methodology is the dominant research framework in the social sciences. It refers to a set of
strategies, techniques and assumptions used to study psychological, social and economic processes
through the exploration of numeric patterns. Quantitative research gathers a range of numeric
data. (UTA Libraries, 2022). Some of the advantages of using this methodology includes – can be
tested and checked, straightforward analysis, and prestige. There are also disadvantages to this
method including – false focus on numbers, difficulty setting up a research model, and can be
misleading. (Advantages and Disadvantages of Qualitative Research , 2022)

This method is used when the object of the research was aimed at confirming something. In using
this Method the researcher collects, test and measures numerical data. This data once collected is
then analysis. (What Is Research Methodology? (Why It’s Important and Types, 2022)

Research is considered as using established methods to investigate a problem in detail with the
aim of acquiring new knowledge. It was, considered vital for scientific advancement as it allows
researchers to prove or refute hypotheses base on clearly defined parameters. It allows the
researcher to; confidently contribute, to the body of work on a specific topic. Knowing the type
of research allows for better planning of project, utilise the most appropriate methodologies and
techniques and better communicate findings. (DiscoverPhd, 2022).

The researcher conducted a descriptive research. This involves the collection of quantifiable and
systematic data that can be used for the statistical analysis of the research problem. In this type
of research the what, when, where, and how questions are answered instead of the why. One
of the pitfalls of this method is respondents providing untrue response to questions thus making
the outcome unreliable. (Descriptive Research: Definition, Methods & Examples, 2021)

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7 Data Collection Methods

The Researcher used both Primary and Secondary Data to gather the necessary information that
would be needed to effectively conduct the research.

The main instrument that was used to collect primary data was the questionnaire. The
questionnaire is a research instrument that consists of a set of questions or other types of
prompts that aims to collect information from a respondent. A research questionnaire is typically
a mix of close-ended questions and open-ended questions (Questionnaires: The ultimate guide,
advantages & examples, 2022). The questionnaire used consisted of twenty-three (20) closed
questions aimed at determining the current state of employees’ motivation at five (5) regional
organisations.

A sample population of sixty-five (65) respondents were surveyed and their responses analysed.
The data was partial analysed with the assistance of google forms. .

The researcher also utilised secondary data. Secondary data is data that would have already
been collected by others and readily available from other sources (Secondary Data, 2022) to
support the research. These would include scholarly articles written about the topic, which no
doubt would contribute richly to my research.

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8. Data Analysis

Socio Demographics

completed surveys 37 56.9%

Gender %
Males 20 54.1

Females 17 45.9

Age %
20-30 1 2.7
30-40 4 10.8
Over-40 32 86.5

Work Group %
Managerial 7 18.9

Technical 16 43.2

Supervisory 3 8.1

Administrative 11 29.7

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 Question 1 sought to ascertainfrom
respondents whether they were
motivated by financial or non-
financial incentives or a
combination. The result indicated
that 91.9% or 34 of the 37

FIGURE 1- QUESTION 1
respondents indicated that they were motivated by both financial and non-financial incentives with
only 8.1% or 3 respondents indicating they are motivated by non-financial incentives. This means
the Organisations survey would need to use both financial and non-financial incentives to motivate
their employees. It is believed that financial incentives serve as a motivator to employees and not
doubt have a positive impact on performance. Organisations that provide monetary reward or team
recognition foster a more positive work environment, build supportive relationship, and encourage
higher outputs. (Why are financial incentives important, 2022). However, as the survey would have
revealed financial incentives alone will not be enough to motivate the workforce with the
Organisations surveyed.

Question 2 –

In Question 2 respondents were asked to

indicate on a scale of 1-5 with 1 being not
motivated and 5 being very motivate how
motivated they were in their present
position. It could be concluded that 89%
respondents were motivated in their
FIGURE 2 - QUESTION 2 present position.

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Question 3

In examining the results for Question 3, it revealed that 22 (60%) of the 37 respondents indicated
that most important to them is opportunity for promotional advancement and this was followed
closely by salary with 54% with
management style and vacation
and other benefits following
there after. These results simple
prove that job performance
would be affected if
promotional opportunity does FIGURE 3 - QUESTION 3

not exist or salary is inadequate. An article titled What do employees currently want from their
workplace penned by Christina Pavlou (2022), posited that there are certain expectations that
employees have of their workplace and these include a salary that contributes to their financial
wellness; a sense of safety and stability; opportunities for learning, growth, and career
development.

Question 4 –

Respondents were asked to indicate their level of

satisfaction in their present position, 67.6% were
satisfied while 29.7% were unsatisfied and 2.7%
more than satisfied. While there was over 50%
FIGURE 4 - QUESTION 4 satisfaction by employees within their present job,

there was still an almost 30% dissatisfaction among employees, this no doubt impacts performance
in a negative way and would need to be addressed. The first step for management would be an
investigation to determine the reason (s) for the dissatisfaction among employees. One of the
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reason for dissatisfaction maybe no room for upward mobility/promotion. Management needs to
devise strategies that could be used in the event room for upward mobility is limited; these could
include i.e. job enlargement, job rotation or job enrichment.

Question 5

FIGURE 5 - QUESTION 5

Question 5 sought to determine

the satisfaction level of employees with the incentives provided by their organisations. The data
would seems to suggest that 86.5% of those surveyed was somewhat satisfied with incentives
provided to them. Only 1 respondent was highly satisfied. This means that there are areas that
management needs to work on in improving the various incentives provided to employees as no
doubt this would ultimately affect performance as well as affect its ability to retain highly qualified
individuals who can be motivated to leave or be easily poached by employers with better incentives.

Question 6

Asked how they felts about the levels of pay

with the organisation when compared to
FIGURE 6 - QUESTION 6
similar organisation. 43.2% of the respondents
were unsatisfied with the pay level as compared to 35.1% who were satisfied while 18.9% were
very satisfied. Pay, an extrinsic motivating factor no doubt plays a vital role in motivating employees
to perform at a high level. While pay alone will not do this, it is imperative that the salary/pay offer
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to employees must be at an acceptable level. Pay was seen as a deficiency needs in Maslow’s needs
model and therefore if left unchecked will result in performance deficiency.

Question 7-8

FIGURE 7 - QUESTION 7

FIGURE 8 - QUESTION 8

As it relates to Question 7 respondents were asked to indicate the factors that negatively impacts
their performance, 21 (56.8%) persons listed no opportunity for promotion as the number one
factor, this was followed closely by inadequate remuneration with 16 (43.2%). Three of the four
factors listed were extrinsic motivators and clearly, from the responses received, a conclusion could
be drawn that promotion, inadequate remuneration and poor working environment are influencing
work performance. In Question 3, respondents indicated that that opportunity for promotional
advancement was most important to them there was no surprise there that no opportunity for
promotion would negatively affect performance. This was also the case for remuneration/salary.
Therefore, improvement to these factors would enhanced performance. With respect to Question
8, respondents were asked to indicate the factors that positively impact their performance, 23

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(62.2%) indicated the relationship they shared with colleagues, growth within their profession was
second with 20 (54.1%) while the physical working environment was ranked third with 13 (35.1).
24.3% saw adequate remuneration as positively affecting job performance. In analysing the results,
one can gleaned, that good working relation was of paramount importance to respondents as well
as professional growth. Organisations must at all times endeavor to create a work environment that
promotes harmony and camaraderie among employees. Good working relations include several
factors ranging from open communication, trust, inclusion, respect and awareness.

Question 9

Figure 9 - Question 9

When questioned on how satisfied they were

with support provided by management 54.1 %
indicated they were not satisfied while 45.9%
responded in the positive. From these results,
there was a clear indication that much work had
to be done by Management. It is a foregone
conclusion that leaders play an important role in motivating its workforce and should be supportive
and engaging most, if not all the time. This can only occur through honest engagement and
communication with employees. Employees need to know that management supports them and
they are valued and appreciated.

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Questions 10-11

Respondents were asked two questions related to security of tenure. In the first question, 89.2% of
respondents acknowledged that
Security of Tenure security of tenure was important to
33
35
30 25
them while 10.8% indicated that it
25
20 was not. This was no surprise, and
15 12
10
this would have a positive
4
5
0
correlation to employee
Is security of tenure important to Does security of tenure impact your performance due to job security.
you performance on the job

Yes No However, in the second question as

to whether security of tenure
FIGURE 10 - QUESTIONS 10-11
influences their performance
67.6% indicated in the negative when compare to 32.4% that answered in the affirmative. This can
be interpreted to mean that while security of tenure was important to one group of employee, it
does not influence how they perform on the job. Several reasons could account for this. On the
other hand, the other group saw a correlation between security of tenure and job performance.

Questions 12-18

For questions, 12-18 respondents were asked to rank on a scale of 1-5 with 1 - being very
unimportant, 2 - unimportant, 3 - neutral, 4- important and 5 - very important the importance of
certain factors in Job Performance. In analysing the results the following were noted –

TABLE 1 - QUESTIONS 12-18

37 Respondents
Scale 1-5
Question 1 2 3 4 5
12 5 16 15
13 1 4 11 21
14 1 16 10 10

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 37 Respondents
Scale 1-5
15 1 5 12 19
16 2 6 16 13
17 1 1 7 12 16
18 1 4 11 21

With respect to Question 12, 43.2% of the respondents indicated that a good remuneration
package was important to job performance. 40.5% indicated it was very important while 13.5%
remain neutral on the issue. 83.7% of respondents in total signaled the importance they saw in
employees being remunerated adequately. Question 13 asked respondents how important the
nature of work was in responding 56.8% indicated that it was very important when compare to
29.7% that indicated that it was important. Here again over 85% of the respondents thought the
nature of their work is a factor that influences their performance. In Question 14 respondents were
surveyed on the importance of tactful discipline on performance 54% saw this as either very
important or important, as compared to 43.2% who remained neutral on the issue. This means that
over 50% of the respondents expected that if an employee was to be disciplined it ought to be done
in a tactful manner. Question 15 sought to gauge from respondents the importance of the attitude
of management/supervisor - 51.4% believed it was very importance, while 32.4% said it was
important and 13.5% remained neutral on the issue. Here again an overwhelming majority (83.8%)
viewed the attitude of management/supervisor as important to employees’s performance.
Question 16 enquired of respondents as to how important it was for employees to feel involved
43.2% indicated that it was important, 35.1% said it was very important , 16.2% indicated neutrality
and 5.4% said was not important. There is no surprise here as a majority of the respondents 88.3%
believed that employees should feel involved in the work they are doing as this impacts on
performance. Question 17 examined how important promotion/professional development was to
performance, 43.2% of respondents indicated it was very important while 32.4% believed it was
important and 18.9% took a neutral stand on the issue. 75% of the respondents saw promotion and
professional development as a key factor in performance. Again, this is not surprising as employees

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expect to be adequately remunerated as well as promoted for their high performance on the job.
In Question 18, sought to ascertained importance of work/life balance to performance - 56.8%
thought it was very important while 29.7% saw it as important and 10.8% was not of the view it
affected performance. When examined in totality over 86% of respondents was of the view that
work/life balance was an influencer for performance on the job.

Questions 19-20

TABLE 2 - QUESTIONS 19-20

Question Yes No Undecided
19 28 9
20 34 2 1

In Question 19 respondents were asked to indicate whether they felt empowered to perform their
job. The results showed that almost 76% answered in the affirmative while 24.3% responded in the
negative. Respondents were then asked in Question 20 whether they believed that their
managers/supervisors had a role to play in their empowerment at work of the 37 persons that
responded 91.9% responded in the affirmative while 5.4% in the negative and 2.7% undecided. The
results revealed that a major of employees are empowered in their present role as well as believe
overwhelming that their managers/supervisors has a role to play in empowering them. This means
that managers within the organisation surveyed need to ensure that they create the environment
that empowers their employees as this would be one of the factors that would influence employee
work performance. Kanter's (1993) theory of structural empowerment includes a discussion of
organisational behavior and empowerment. This theory purports that empowerment was
promoted in work environments that provide employees with access to information, resources,
support, and the opportunity to learn and develop.

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9 Key Findings

The following were the key findings of the Study -

(i) an overwhelming majority of the employees agreed that they were motivated by both
financial and non-financial incentives. This was the view of most motivational
theorists;

(ii) It was proven through the analysis that both intrinsic and extrinsic motivation was
playing a key role in performance;

(iii) Over 50% of employees were not motivated;

(iv) Promotion/advancement and salary remained the most important factors for
employees;

(v) Employees were not fully satisfied with the levels of incentives offered;

(vi) Factors that negatively affected employees performance on the job included no
opportunity for promotion, inadequate remuneration and not being able to use
initiative;

(vii) Factors that positively influence employees performance was relationship with
colleagues, professional growth, work environment and adequate remuneration;

(viii) Over 50% of employees surveyed were not satisfied with the level of support
provided by management;

(ix) An overwhelming majority of employees saw security and tenure as important;

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(x) Feeling involve in their work was important to employees;

(xi) Over 90% of employees felt that managers/supervisor had a role to play in their
empowerment

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10 Recommendations

Base on the findings of the Study, the following would be my recommendations –

 The immediate crafting a modern promotion policy, which should be fair and equitable,
and with the necessary performance management indicators for measurement. In the
absence of promotion two (2) of the strategies that Management could think of using to
assist in motivating the workforce could be job enrichment/ Enlargement and job rotation;

 Examine present remuneration policy with the aim of improving overall offering to
employees. Not just improving salaries but other benefits and allowances. Employees are
motivated by both financial and non-financial incentives as such any policy that is crafted
should take this into consideration;

 Management interaction and support to employees should be improved as over 50% of

employees were not satisfied with the support provided by Management;

 Work on further improving the physical environment for employees; and

 Craft strategies that carters to the intrinsic as well as the extrinsic needs of employees

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11 Conclusion

The objectives of the Research were to – understand the negative or

positive impact that motivation have on employee performance
through the collection and analysis of data from Intra-regional Public
Sector Organisations and Determine whether intrinsic and extrinsic
motivation together affect performance. In the conclusion of the
Research, it was clear that motivation indeed affect employees’
performance both negatively and positively. It was also proven through the data analysis mentioned
beforehand that both intrinsic and extrinsic motivation influenced how employees performed on
the job.

This Research has proven what many theorists have concluded, which is, employees are motivated
by both intrinsic and extrinsic factors. Both by financial and non-financial incentives. What remains
clear is that Organisations need to develop strategies that ensure employees perform at the highest
possible level. This could only be achieved if employees are properly compensated, motivated,
promoted, enjoy the work they do, have an environment that is safe and worker friendly, and a
management that is supportive and that promotes/embraces work-life balance.

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References

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Figures

Figure 1- Question 1 ............................................................................................................................................ - 15 -

Figure 2 - Question 2 ........................................................................................................................................... - 15 -
Figure 3 - Question 3 ........................................................................................................................................... - 16 -
Figure 4 - Question 4 ........................................................................................................................................... - 16 -
Figure 5 - Question 5 ........................................................................................................................................... - 17 -
Figure 6 - Question 6 ........................................................................................................................................... - 17 -
Figure 7 - Question 7 ........................................................................................................................................... - 18 -
Figure 8 - Question 8 ........................................................................................................................................... - 18 -
Figure 9 - Question 9 ........................................................................................................................................... - 19 -
Figure 10 - Questions 10-11 ................................................................................................................................ - 20 -

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Annex 1 – Sample Questionnaire
Dear Colleague

I write you with respect to the captioned subject.

I am a student of Jain University in India, studying for a Post Graduate Diploma in Human Resource
Management. One of the requirements is the completion of a project in the field of Study. I have decided
for my project to examine the Impact of Intrinsic and Extrinsic Motivation on Employee
Performance in Intra-regional Public Sector Organisations.

I am therefore, reaching out to you for your assistance in completing the questionnaire at the link
provided below –

https://forms.gle/FSgLJERxCbr2CPCn6

The questionnaire should take no more than three (3) minutes to complete. The information you
provide will be treated with the strictest of confidentiality guaranteeing anonymity. You will notice you
are not required to include your name on the questionnaire or any other information that can identify
you the respondent.

It would very much be appreciated if the survey could be completed before Friday, 2 September
2022.

Thank you for your assistance in this matter.

Nigel Duncan

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Socio Demographics

Gender

Male ()
Female ()

Age

Over 40 ()

30-40 ()

20-30 ()

Work Group

Technical ()
Administrative/
Supportive ()
Managerial ()
Supervisor ()

Q1 Are you motivated by

Financial incentives
Non-Financial Incentives
Both

Q2 On a scale of 1 to 5, with 1 being not motivated and 5 being very motivated, how motivated are
you in your present work?

Q3 Which of the following factors are most important to you?

Opportunity for promotional advancement

Salary
Vacation and other benefits
Management Style

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Q4 Select the option that best describes the level of satisfaction with your present position

More than satisfied

Satisfied
Unsatisfied

Q5 On a scale of 1 to 5 with l being unsatisfied and 5 being highly satisfied, how satisfied are you
with the incentives provided by your organisation

Q6 How do you feel about the pay levels at your organisation when compared to similar
organisations?

Very Satisfied
Satisfied
Unsatisfied
Very Unsatisfied

Q7 What factor (s) would you say negatively affects your performance on the job

Poor working environment

Inadequate remuneration
No opportunity for promotion
inability to use initiative/be creative

Q8 What factor (s) positively impacts your performance on the job?

Adequate Remuneration
Relationship with colleagues
Professional growth
Physical work environment

Q9 Are you satisfied with the support provided by Management?

Yes
No

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Q10 Is security of tenure important to you?

Yes
No

Q11 Does security of tenure impact your performance on the job?

Yes
No

For the following questions on a scale of 1-5, where 1 = Very unimportant, 2=

Unimportant, 3 = Neutral, 4 = Important and 5 = Very important, how
important are these factors in Job Performance -

Q12 A good remuneration package

Q13 Nature of work is interesting, fulfilling or rewarding

Q14 Tactful discipline

Q15 Management/supervisor attitude

Q16 Feelings of being involved

Q17 Promotion/Professional Development

Q18 Work life balance

Q19 Do you feel empowered to perform your duties?

Yes
No

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Q20 Do you believe your manager/supervisor has a role to play in your empowerment at
work?

Yes
No
Undecided

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