THE IMPACT OF MOTIVATION ON WORKERS PERFORMANCE

A CASE STUDY OF IGARA GROWERS TEA FACTORY

BY

BUGEMBE FRANCIS

11/U/6631/BEK/PD

A RESEARCH PROPOSAL SUBMITTED TO THE DEPARTMENT OF ECONOMICS

AND STATISTICS IN PARTIAL FULFILLMENT FOR THE REQUIREMENT OF THE
AWARD OF THE BACHELOR OF ECONOMICS ANDSTATISTICS OF KYAMBOGO
UNIVERSITY

TABLE OF CONTENT
CHAPTER ONE: INTRODUCTION..........................................................................................2
1.1 Background to the study............................................................................................................2
1.2 Statement of the Problem...........................................................................................................5
1.3 General objective of the Study..................................................................................................6
1.4 Specific objectives of the study.................................................................................................6
1.5 Hypotheses.................................................................................................................................6
1.6 Significance of the study...........................................................................................................6
CHAPTER TWO: LITERATURE REVIEW.............................................................................9
2.1 Introduction................................................................................................................................9
2.1 Motivation..................................................................................................................................9
2.2 The Concept of Motivation........................................................................................................9
2.3 The Process of Motivation.......................................................................................................10
2.4 Strategies of Motivation...........................................................................................................11
2.4.1 Salary, wages in relation to employees performance......................................................11
2.4.2 Staff training in relation to employee performance..........................................................12
2.4.3 Job security in relation to workers performance...............................................................14
2.5 Summary of literature..............................................................................................................16
CHAPTER THREE: RESEARCH METHODOLOGY..........................................................18
3.1 Introduction..............................................................................................................................18
3.1 Research designs......................................................................................................................18
3.3 Sample size selection and design.............................................................................................18
3.5 Source of data..........................................................................................................................19
3.6 Data collection instrument.......................................................................................................19
3.7 Data analysis............................................................................................................................19
3.8 Limitations of the study...........................................................................................................20
References......................................................................................................................................21

CHAPTER ONE: INTRODUCTION

1.1 Background to the study
According to Mc Cormic and Tafflin (1979), motivation can either be intrinsic or extrinsic.
Intrinsic motivation stems from motivations that are inherent in the job itself and which the
individual enjoys as a result of successful completion of the task or attaining his goals. Intrinsic
motivations are rewards that can be termed as psychological motivations and examples are
opportunity to use ones ability, a sense of challenge and achievement, receiving appreciation,
positive recognition and being treated in a caring and considerate manner. An intrinsically
motivated individual according to (Ajila 1997) will be committed to his work to the extent which
the job inherent contains tasks that are rewarding to him or her.
Extrinsic motivation are those that are external to the task of the job such as pay, work condition,
fringe benefits, security, promotion, contract of service, the work environment and conditions of
work. Such tangible motivations are often determined at the organizational level and may be
largely outside the control of individual managers. An extrinsically motivated person will be
commit to the extent that he/she can gain or receive external rewards for his/her job. (Ajila
1997) further suggests that for an individual to be motivated in a work situation there must be
need, which the individual would have to perceive the possibility of satisfying through some
reward. If the reward is intrinsic to the job, such desire or motivation is intrinsic but if the reward
is described as external to the job, such motivation is described extrinsic.
Good remuneration has been found over the years to be one of the policies the organization can
adopt to increase their workers performance and thereby increase the organization productivity.
Also with the present global economic trend, most employers of labour have realized the fact that
for their organizations to compete favourably, the performance o their employees goes a long
way in determining the success of the organization. On the other hand the performance of
employees in an organization is vital not only for the growth of an organization but also for the
growth of individual employees. An organization must now who are its outstanding workers,
those who need additional training and those not contributing to the efficiency and welfare of the
company.

Also performance on the job can be assessed at all level of employment such as personal
decision relating to promotion, job rotation, job enrichments etc. in some ways, such assessments
are based on the objective an systematic criteria which includes factors relevant to the persons
ability to perform on the job hence the overall purpose of performance evaluation is to provide
an accurate measure of how well a person is performing the task assigned to them and basing on
this information, decisions will be made affecting the future of the individual employee.
Therefore a careful evaluation of an employees performance can uncover weaknesses or
deficiencies in a specific job skill, knowledge or areas where motivation is lacking. Once
identified, these deficiencies may be remedied through additional training or provision of needed
rewards. The view that specific rewards will encourage increases in production has not always
been substantiated, even though management has attempted to spur production by such offerings
and has often attributed production increase to them.
Throughout the years production has increased for many reasons in addition to the particular
motivation and has erroneously over simplified a highly complex phenomenon since the
psychologists have been especially concerned with understanding an individual through his
motives and acquired a body of knowledge in this field that often differs from the Laymans
knowledge is necessary to review briefly from the psychologists point of view what is known
about motivation at the present time. In Uganda, effective use of rewards and motivation to
influence workers performance begun in 1970s, since then performance of workers has become
important due to the increasing concern of human recourses and personal expects about the level
of output obtained from the workers due o poor remuneration. This attitude is also a social
concern and is very important to identify problems that are met in industrial settings due to nonchallant attitude of managers to manage their workers by rewarding them well to maximize their
productivity. All efforts must be geared towards developing workers interest in their job so as to
make them happy in giving their best to their work and this will ensure industrial harmony.
Vroom (1964) supported the assumption that workers tend to perform more effectively if their
wages are related o performance which is not based on personal bias or prejudice but on
objective evaluation of an employee on merit. Though several techniques of measuring job
performance have been developed in general, the specific technique chosen varies on the type of
work. All these issues call research efforts so as to bring focus on how an appropriate reward
4

package can gear up or influence the workers to develop a positive attitude towards their job and
thereby increase their productivity.
According to Hunter (1982), the performance of an individual at work is a function of the
following; salaries,experience,job security, rewards/allowances energy and effort, abilities and
capacities.Howver ,whether the worker will perform involves more than ability. Workers should
be motivated in some ways to improve their effectiveness at work through especially including
them in making the decisions f the organization and listening to their complaints.
Possibly the best means of understanding workers motivation is to consider the social meaning of
work. In this respect, short term goals and long term goals of employees and employers may
affect production variously. Accordingly, giving attention to the manner in which rewards given
to workers are perceived is preferable to assuming that reward means the same thing to all.
1.2 Statement of the Problem
Motivation of workers in any organization is important to drive workers to achieve
organizational goals. The performance of any organization and employee motivation has been
the focus of intensive research effort in recent times. How well an organization motivates its
workers in order to achieve their mission and vision is a paramount concern. Employees in both
private and public sector organizations are becoming increasingly aware that motivation
increases productivity. Looking at todays economic trend, its evident that the pace of change in
our business environment presents fresh challenges daily. According to Robins & Mary
(1996),lack of motivational factors has been a major hinderance on employees performance, lack
of motivational factors like job security,training,enough salary, compressed work which have
favorable effects on employees job satisfaction and productivity and lack of flexible time which
provides employees with time for pursuing their hobbies or taking care of family all have effect
on performance. Despite these, no research work has targeted to investigate the impact of
motivation on workers performance in igara growers tea factory. Existing studies aimed at the
effect motivators and hygiene on job performance by (jobowo, 2007). Related studies on this
study were on monetary incentives and its removal on performance (Bergm and Lehrs 2004). Of
these studies very few assessed the impact of employees motivation on workers performance on
manufacturing subsector of the economy. (Carly, 1995) in Kenya, (Akerele, 2001) did not cover
5

indeed cover the areas that the objectives of this work intend to cover. To this effect the study
attempts to empirically analyze how motivation tools can be used by manufacturing firms to
improve the performance of workers. Its in this light that this study intends to look into the
impact of motivation on workers performance in igara growers tea factory.
1.3 General objective of the Study
The general objective of the study is to assess the impact of motivation on the performance of
workers in igara growers tea factory
1.4 Specific objectives of the study
1. To determine the impact of salaries on the performance of workers in the factory.
2. To examine the impact of job security on the performance of workers in the factory.
3. To examine the impact of on job labour training on the performance of workers
1.5 Hypotheses
Ho1: Salary paid to workers does not affect their performance
Ho2: There is no relationship between job security and performance of workers
Ho3: Training of labour does not affect their performance at work
1.6 Significance of the study
1. The study will contribute and expand on the existing body of knowledge for further
researchers about motivation and performance of workers. The findings are expected to be useful
to both existing businesses and other people to know which motivation style to employ when it is
applicable and under what circumstances.
2. The findings are expected to help policy makers and administrators of igara growers tea
factory and other related fields on how to motivate their workers to achieve their objectives and
to streamline employee-manager relationship.
4. It is hoped that the findings will help igara growers tea factory on improving their
productivity by providing them with adequate motivational variables which are needed.
6

3. The study will help the researcher in partial fulfillment for the award of a bachelors degree in
economics and statistics.
1.7 Conceptual framework

Work motivation
Goal, self, concept and
expectaipons

Worker
performance

Worker experience of
outcomes

Worker capability

Organisational factors

Results at
organisational level

Structures, processes,
resources, culture

Tea growing sector

reform
According to Lynne Miller Francoa, Sara Bennettb, and Ruth Kanferc 2007 as work motivation
is a transactional process, a workers motivation is contingent upon the organizational context in
which the worker is situated. The figure introduces organizational and system level determinants
into the picture, illustrating that organizational structures, processes and culture, as well as
information about organizational performance and results will contribute to the motivational
processes occurring at the individual level. It is necessary for the organization to provide
complementary inputs (such as drugs and medical supplies), as well as clear, efficient systems, in
order for workers to effectively carry out their tasks. Organizational structures and processes will
affect workers experience of outcomes and the nature of feedback that a worker receives from
colleagues and supervisors within the health system. This feedback loop, running from worker
performance to worker experience of outcomes, and mediated by the organization and broader
health care system is critical in affecting motivation. Consequences experienced by the worker
can be positive, to reinforce good performance, or negative, to restrain inappropriate behavior. A
particularly important organizational system is the human resource management system which is
7

likely to affect both workers perception of their own capability and their true capability, through
such mechanisms as training, supervision, and more concrete incentives such as remuneration,
promotion, and performance review processes. Finally, organizational work culture contributes to
the individuals level of commitment and motivation.

CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction
This chapter presents a review of related literature by various scholars and researchers had to say
about the different factors influencing the performance of employees in an organization. The
main purpose of literature is to find out what has been done and the one that has been left out in
this area of study. A number of motivation and performance experts have heard a key influence
on organization and its from these experts that this literature was derived.
2.1 Motivation
A motive is a need or a driving force within a person. Motivation is the process whereby the
persons are encouraged to work hard in order to achieve some objectives (Saleemi, 1997).
Armstrong defines motivation as a drive to perform, thus its what makes people behave the way
they do. A motivated individual therefore is geared to work hard and harder consequently
performance increases as well as productivity and organization targets are met (Kountze 1988).
The management should motivate employees so that they take more interest and make more
efforts to perform their duties efficiently (Saleemi 1998). Motivation is an important variable that
can impact performance, like job security, training, money, salary etc improve the performance
of workers and quality of services (Sylivia 2012)
2.2 The Concept of Motivation
Along with personality, perception, attitude and learning, motivation is very important part of
behavior. Luthan (1998) asserts that motivation should not be thought of as the only explanation
of behavior since it interacts with acts in conjunction with the mediating process and with the
environment. Luthan, stress that like othe cognitive process, motivation cannot be seen is
behavior, and this should not be equated with causes of behavior. While recognizing the central
role of motivation, (Evans, 2006) states that many recent theories of organizational behavior find
it important for the field to re-emphasize behavior.
Definitions of motivation bound, one thing these definitions have in common is inclusion of
words such as desire,want,wishes,aims,goals,needs and incentives.Luthan(1998)
defines motivation as a process that starts with psychological deficiency or need that activates a
9

behavior or drive that is aimed at goal incentive. Therefore the key to understanding the process
of motivation lies in the meaning of and relationship among needs, drives and incentives.
Relative to this, Minner, At el (1995) state that in systematic sense, motivation consists of three
interacting and interdependent elements that is needs, drives and incentives.
Managers and management researchers have long belief that organizational goals are
unattainable without the enduring commitment of members of the organization. Motivation is a
human psychological characteristic that contributes to a persons degree of commitment
(Stroke1999).it includes the factors that cause channel and sustain human behavior in a particular
committed direction, (Adeyemo, 2001)goes on to say that there are basic assumptions of
motivation practices by managers which must be understood. First, that motivation is commonly
assumed to be a good thing. One cannot feel very good about oneself if one is not motivated.
Second, motivation is one of the several factors that go on persons performance. Factors such as
ability, resources and conditions under which one performs are also important. Third, managers
and researchers alike assume that motivation is in short supply and in need of periodic
replenishment. Fourth, motivation is a tool with which managers can use in an organization, if
managers know what drives the people working for them, they can tailor job assignments and
rewards to what makes these people tick. Motivation can also be conceived of as whatever it
takes to encourage workers to perform by fulfilling or appealing to their needs. To Olajide
(2000), it is goal directed and therefore cannot be outside the goals of any organization whether
public, private or non profit.
2.3 The Process of Motivation
The process is a need related mode and it supposes that motivation is initiated by recognition of
unsatisfied needs. Goals are then established which satisfy these needs and wants and the
behavioral path way is selected which will achieve the goal. The diagram below illustrates the
process of motivation satisfying individual needs.

Establish goals
10

Take action

Identify the need/motivation

Attain a goal

2.4 Strategies of Motivation

Benard & stoner, et al (1995) accords due to recognition to the needs of workers saying that the
ultimate test of organizational success is its ability to create values sufficient to compensate for
the burdens imposed upon the resources contributed. Benard looks at workers in an organized
endever, putting, in time and efforts for personal, economic and non economic satisfaction. The
question here is what strategies can be used to motivate workers. The following are the
strategies;
2.4.1 Salary, wages in relation to employees performance.
Pay is the prime reason for working although not the only reason and is also one of the main
motivator to good performance at work. According to the survey by market and opinion research
international for Sunday times, pay was put as number one with 65% of top floor workers putting
pay 1st in 1985 compared to 44% in an earlier survey in 1976.
Vroom (1990) and Mullin (1990) assert that each individual in the organization has personal
goals which are not related to those of the organization which are usually set up for particular
reasons thus the organization and the individual need each other to fulfill their objectives. Its
almost certain that any organization which ignores the need of its individuals plunges itself into
fundamental problems such as strikes.
To use salaries as a motivating factor effectively, personal managers must consider four major
components of salary structures. These are; the job rate which rates to the importance as the
scarcity of particular skills or certain categories of information or with long service and fringe
benefits such as holidays with pay, pensions and so on. It is also important to ensure that the
11

prevailing pay in the information establishments is taken into consideration in determining the
pay structure of the organization.
(Akitonye 2000) asserts that money remains the most significant motivational strategy. As far
back in 1991, Fredrick Taylor and his scientific management associate describe money as the
most important factor in motivating industrial workers to achieve greater productivity. Taylor
advocated for the establishment of incentive wage of stimulating workers to high performance,
commitment and eventually satisfaction. Money possesses significant motivational power in as
much as it symbolizes intangible goals like security power, prestige and a feeling of
accomplishment and success. Sinclair,et al(2005) demonstrates the motivational power of money
through the process of job choice. He explains that money has the power to attach, retain and
motivate individuals towards higher performance. For instance, if an information professional
has another job offer which has identical characteristics with his current job but greater financial
rewards, the worker would in all probability be motivated to accept the new job offer. (Banjoko
2001) states that many managers use money to reward or punish workers. This is done through
the process of rewarding employees for higher productivity by instilling fear of loss of
job(premature retirement )due to poor performance. The desire to be prompted and earn
enhanced pay may also motivate employees.
2.4.2 Staff training in relation to employee performance
No matter how automated an organization maybe, high productivity depends on the level of
motivation and effectiveness of the workforce. The staff training is indispensable strategy for
motivating workers .A high quality employment relationship is of great importance for both
workers and firms. Therefore both have an incentive to invest in the match,investing in labour
training is an important instrument for increasing productivity of of workers and hence the
quality of the match.
Training can be defined as general or specific according to (Backer, 1964).General training is
productive in other matches as well(and here costs and returns are born by the workers. While
specific training is productive with the current employer (and hence paid by the firm).in this
competitive world, without any friction, the distinction between general and specific training is
economically meaningful and investment in both types of training is efficient. However capital
12

market imperfections, labour market imperfections and information problems may cause
underinvestment in training (Louven, 2005).
According to (sultan, 1997),one way to understand organizational impact of training is to
evaluate performance of employees in every work accomplished and this will definitely have to
show whether training has been affective or not.
Nigel, etal (1998) argued that training has lead to increased competence thus improving labour
performance but also has a high labour turnover in many organizations basically in Uganda.
However when employees attain more skills, knowledge and attitude as the best way of doing
their jobs, they tend to leave the organization feeling that its not to their standard.
(Cole, 1997) argues that there are several benefits of training especially on performance of an
organization. That training empowers new skills, knowledge and attitudes that will improve on
its performance thus enhancing high productivity and profits within the organization. Many
businesses in Uganda which are indulged in training programmes have experienced the above
stages of development whereby when the organization yields high profits, welfare of the
employees is likely to be high.
(Shaun & Alfood, 1996) stated that training is an open door to new ideas, viewpoints innovative,
creative and supply a wide background of knowledge to workers in an organization conducting
training they further argued that workers require creative skills and initiate new ideas and
knowledge on their jobs which enhances new working systems which may lead to high
productivity in the organization.
The organization also benefits from timing in that it minimizes the cost which might have been
incurred because most organizations especially in Uganda prefer on the job training where
employees work and learn at the same time as (Sultan, 1997) argues that less effort is needed, it
also eliminated time wastage.
In many organizations, training promote culture of excellence and competence in that when it is
effectively conducted it will outcompete the external environment and also competitiveness
against the workers thus enhancing high levels of performance. In conclusion therefore, the
above mentioned scholars revealed the relevancy of training workers in the organization. They
13

further argued that without training the employees performance in organizations could no (us
civil rights act 1964) be of good quality due to high changing technology.
2.4.3 Job security in relation to workers performance
Job security means the probability that an individual will keep his or her job. Ago with a high
level of security is such that person with the job would have small chance of becoming an
employed the factors affecting job security include the economy prevailing business condition
and the individual personal skills. It has been found that people have more job security in times
of economic expansion and less in times of recession. Also some laws such as the (us civil rights
act of 1964) bolster job security by making it illegal to fire employees for certain reasons
Job security plays an important role in both social and working life because it helps an
individual not to worry about the future, contributes to maintaining labour peace, increases
organization productivity and protecting social balance and values. For this reason in not to cause
employees prestige loss in society, employees should not be dismissed from organizations
without a reasonable grounds because job security has political and social dimensions. Therefore
if in a country employees are dismissed without a clear reason, it is difficult to talk about social
order peace and stability (Guzel, 2001)
Typically government jobs and jobs in education, healthcare and law enforcement are considered
very secure while private sector jobs are generally believed to offer low job security and it
usually varies by industry location occupation and other factors. To some extent job security
varies by employment laws of each country and personal factors such as education, work,
experience, job functional area, work industry, and work location play an important role in
determining the need for an individuals services and impacts their personal job security. Since
job security depends on having the necessary skills and experiences that are in demand by
employers, which in turn depend on the prevailing economic conditions and business
environment, individuals whose services are in demand by employer will tend to enjoy higher
job security.
Factors motivating employees can occur in various forms; in fact job security is one of the most
influential means of motivating employees particularly in times of economic down turn.
Employees believe that they will not lose their jobs or they will be employed in the same
14

organization as long as they want is a significant reason for motivation. Job security is one of the
most significant variables of employee satisfaction which expresses the general attitude of the
employee towards his/her job.
Job security guarantees the continuity of employment is also an important safety expectation.
This assurance that the employees will work at the same job for long years eliminates questions
and worries about the future which is perceived as part of job safety. (Telman & Ansal, 2004)
Fear to be dismissed from the organization is an element of oppression for the employees. The
behavior change caused by this fear is felt more obviously particularly in economies with limited
employment opportunities. Research by (Probst & Brinsbaker, 2001) show that motivation of
employees lowers when they perceive job security negatively, their attitudes change towards not
obeying the rules and this leads to an increase in job accidents.
Today, job security is perceived as an indispensable right of an employee which guarantees that
the employee and his/her family will not be deprived of their income and maintains a honorable
life. Thus employees consider the condition of job security just at the beginning of their careers
so as to feel confident about the future. They oppose government privatization policies in order
not to lose this warranty or prefer to work in public sector though they may earn less as
compared to those working in private sector due to public sector offering job security (journal of
economics and social studies).

2.5 Summary of literature

The motivation to work published by Maslow probably provided the field of organisational
behaviour and management with a new way of looking at employees job altitudes or behaviours
in understanding how humans are motivated. Probably the best-known conceptualisation of
human needs in organisations has been proposed by this theory. Abraham Maslow was a clinical
psychologist who introduced his theory based on personal judgement, which was generally
known as the need hierarchy theory. According to him if people grew in an environment in which
15

their needs are not met, they will be unlikely to function as healthy individuals or well-adjusted
individuals. This idea was later applied to organisations toemphasise the idea that unless
employees get their needs met on the job, they will not function as effectively as possible.
Specifically Maslow theorised that people have five types of needs and that these are activated in
a hierarchical manner. This means that these needs are aroused in a specific order from lowest to
highest, such that the lowest-order need must be fulfilled before the next order need is triggered
and the process continues. If you look at this in a motivational point of view
Maslows theory says that a need can never be fully met, but a need that is almost fulfilled does
not longer motivate. According to Maslow you need to know where a person is on the
hierarchical pyramid in order to motivate him/her. Then you need to focus on meeting that
persons needs at that level (Robbins 2001). According to Greenberg and Baron (2003) the five
needs identified by Maslow corresponds with the three needs of Alderfers ERG theory. Where as
Maslow theory specifies that the needs be activated in order from lowest to highest Alders
theory specifies that the needs can be activated in any order. His approach is much simpler than
Maslows. Alder specifies that there exist three main needs as opposed to five postulated by
Maslow. This human basic needs include existence, relatedness and growth. These needs
according to Alder need not necessarily activated in any specific order and may be activated at
any time. According to him Existence needs corresponds to Maslows physiological needs and
safety needs. Relatedness needs corresponds to Maslows social needs and growth needs
corresponds to esteem and self-actualisation needs by Maslow.
Physiological needs are the need at the bottom of the triangle and include the lowest order need
and most basic. This includes the need to satisfy the fundamental biological drives such as food,
air, water and shelter. According to Maslow organisations must provide employees with a salary
that enable them to afford adequate living conditions. The rationale here is that any hungry
employee will hardly be able to make much of any contribution to his organisation.
Safety needs this occupies the second level of needs. Safety needs are activated after
physiological needs are met. They refer to the need for a secure working environment free from
any threats or harms. Organisations can provide these need by providing employees with safety
16

working equipment e.g. hardhats, health insurance plans, fire protection. The rationale is that
employees working in an environment free of harm do their jobs without fear of harm.
Social needs: This represents the third level of needs. They are activated after safety needs are
met. Social needs refer to the need to be affiliated that is (the needed to be loved and accepted by
other people). To meet these needs organisations encourage employees participation in social
events such as picnics, organisations bowling.
Esteem needs this represents the fourth level of needs. It includes the need for self-respect and
approval of others. Organisations introduce awards banquets to recognise distinguished
achievements.
Self-actualisation: This occupies the last level at the top of the triangle. This refers to the need to
become all that one is capable of being to develop ones fullest potential. The rationale here holds
to the point that self-actualised employees represent valuable assets to the organisation human
resource. Most research on the application of need theory found that although lower-level
managers are able to satisfy only their deficiency needs on the jobs, managers at the top level of
organizations are able to satisfy both their deficiency and growth needs (Greenberg &Baron
2003, Shipley & Kiely 1988).

17

CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Introduction
This chapter includes research designs, study population sample population, sampling design,
study variables, data collection, sources of data, and administration of instrument, data
processing and limitations of the study.
3.1 Research designs.
Quantitative design because the findings are likely to be quantitative in nature also descriptive
and analytical designs are to be used.
3.2 Study population
The research is targeting administrators and workers of igara growers tea factory in the
following departments i.e. human resourse, production, operators, financial and planning
department because they can give the required information as per the objectives of the study
about the factory.
3.3 Sample size selection and design
A sample of 60 respondents will be selected using mainly two techniques of sampling that is
purposive sampling so as to identify the key players in the staff and simple random sampling
technique to enable every worker have equal chances of being selected into the sample. The
sample will be selected using statistical formulae;
(Z )2
n=

2
2

(1.96) X 0.95 X 0.05

=n=
=60.32 60
0.0552

Where p - probability of success, q = (1 - p) - probability of failure, n=sample size, e = maximum

expected error
3.4 Study variables
Basically the study is about the impact of motivation on workers performance.
18

Motivation means to drive someone to act in some way towards a certain goal. Its also the prices
through which employees morale is strengthened as a result of satisfying employees needs.
Performance means to evaluate employees behavior systematically in terms of present, past and
future results so as to draw attention to an employee to be promoted or sent for future training.
The research is to be based on two variables i.e. dependent variable (performance measured by
output) and independent variable motivation measured by salaries, job security, on job training.
3.5 Source of data
Both primary and secondary sources: Primary data will be collected directly from respondents by
use of questionnaires while secondary data is to be obtained through review of factory records
related to the study purpose, books, journals, in libraries and other publications.
3.6 Data collection instrument
Primary data will be collected from igara growers tea factory using a number of methods such as
survey questionnaires. Questionnaires are earlier designed and pretested to see whether they can
collect the necessary data to achieve the pre determined objectives of the study.
Interview method will be used. Its considered worthwhile to conduct personal interviews with
the workers, managers and supervisors to collect data regarding the research problem and enable
the researcher get more information that the questionnaire did not cover.
Secondary data will also be obtained through review of factory records related to the study
purpose.
3.7 Data analysis
Questionnaires are to be read and checked to ensure that only relevant data to the study is
considered. Open ended questions and qualitative data collected by questionnaires is to be coded.
Statistical packages like spss and e-views are to be used to enter the data. The data is to be
summarized using descriptive statistics and discussed in line with research objectives and the
literature review to attach coherent meaning to figures. Statistical packages i.e. statistical

19

package e-views will be used to analyze quantitative data. To determine the descriptions in charts
frequencies and percentages using the model;

Y=+ 1 X1+ 2X 2+ X 3
Where Y = output, 1, 2, 3 = a constant, X1 = salary, X2 = job security, X3 = training as a dummy
variable.
3.8 Limitations of the study
The respondent may not be willing to give required information for fear of losing their jobs.
Natural hazards like heavy rains might make travelling difficult.
Time may not be enough to carry out proper investigation since most workers would be busy and
employees/administrators may be out of office.

20

References
Lynne Miller Francoa, Sara Bennettb, Ruth Kanferc: Health sector reform and public sector
health worker motivation: a conceptual framework University Research Co., LLC, Partnerships
for Health Reform Project, 4800 Montgomery Lane, Bethesda MD 20814, USA Abt Associates,
Partnerships for Health Reform Project, 4800 Montgomery Lane, Bethesda MD 20814, USA
Georgia Institute of Technology, Atlanta, GA 30332, USA.
Greenberg J &Baron A.R (2003); Behaviour in Organisations, Prentice Hall, Vol. 8
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Questionnaire
Dear respondent,
I am Ninsiima Godliver a student of Kyambogo University pursuing a bachelors degree in
economics and statistics, carrying out research on the impact of motivation on workers
performance in igara growers tea factory. My humble appeal is that you kindly and honestly fill
in this questionnaire without hesitations to enable me acquire vital information for the study.
That information will be considered purely academic and will be treated as confidential as
possible.
Your assistance and cooperation is highly appreciated. Thank you
BIODATA
Tick the most appropriate answer
1. Sex of the respondent
Male

female

1. Age of the respondent

18-35

36-45

Above 45

A level

Diploma

2. Education level
O level
Degree and above

Others

3. Marital status
Single

married

others

WORK PLACE INFORMATION

1. Which area do you specialize from in?
Tea picking

Tea packing

others

2. What is your output per day?................................................bags

3. How much do you earn?......................................shs
4. What is the mode of payment in the factory?
Daily

weekly

monthly

5. Would you consider your salary adequate?

22

others

Yes

No

6. If no, how do you supplement it?

Part time

Operate small scale business

Help from relatives and friends

others

7. What are some of the benefits attached to your job?

Medical allowance

Meals

Housing allowance

Transport allowance

Others
8. Which of the above benefits do you consider most important as per the set up of igara
growers tea factory? Mention at least two.
.
...
9. In your own view, what is the impact of motivation on the performance of workers in the
factory?
Positive

negative

neither

10. Have you ever had training since you joined the factory?
Yes

No

11. If no, give reasons

No sponsor

I hold enough qualifications

Fear to lose the job

Family issues

Others
12. If yes which method of training did you go to?
On the job

off the job

13. Of the two above, which method of training is frequently used and why?
..
14. Could the factory still perform without motivation of workers?
Always

Never

Rarely

15. How many years have you spent on the job?

13

3- 5

57

7 and above

23