ABSTRACT
This research study examined extensively the twin concept
of employee motivation on organizational performance from the points of view of
various theorist actively involved in the field of organizational behaviour and
management.
The organization was chosen for the case study because of
its relevance in the airline industry in Africa.
A total population of 100 respondents were chosen from the
organization for simple random sampling techniques. The major instrument used
for the collection of data were personal interviews, administration of
questionnaires, library research, internet search, and textbooks.
Four hypotheses were formulated. The data obtained were
sorted and analyzed using the simple percentage for bio-data and chi-square for
testing the hypotheses. The study reveals that factors that affected employee
motivation on organizational performance, the benefits, the advantages to the
growth and effectiveness of the organization.
In summary it was recommended that managers in the airline
industries of the economy should ensure that their organizations initiated
programmes and incorporate policies that would enable employee to seek and
achieve defined goals, while maintaining their tenure in the organization.
TABLE OF CONTENT
Title page i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of content vi
CHAPTER ONE
INTRODUCTION
1.1 Background of
the study 1
1.2 Statement of
the problem 2
1.3 Objective of
the study 3
1.4 Research
questions 4
1.5 Statement of the hypothesis 4
1.6 Definition of
terms and concepts 5
1.7 Scope of study
6
1.8 Limitations 6
References 7
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction 8
2.2 Conceptual
framework 11
2.3 Features of
employee motivation on organizational
performance 13
2.4
The objective of the
motivation on organizational
Performance 19
2.5
Principles and values
behind employees motivation 22
2.6
Employee motivation and
organizational performance 22
2.7
The importance of
employee motivation 23
References 25
CHAPTER THREE
RESEARCH METHODOLOGY
3.1
Introduction 26
3.2
Research questions 26
3.3
Sources of data 26
3.4
The study population 27
3.5
Sampling technique and
size 27
3.6
Research instrument 27
3.7
Method of data
collection 28
3.8
Statement of the
hypotheses 28
3.9
Method of data analysis 29
References 30
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
4.1
Introduction 31
4.2
Data presentational and analysis 31
4.3
Respondents
characteristics 32
4.4
Analysis of research
questions 34
4.5
Testing of
hypotheses 47
References 56
CHAPTER FIVE
SUMMARY OF FINDING,
CONCLUSION AND RECOMMENDATION
5.1 Introduction 57
5.2 Summary of
findings 57
5.3 Conclusion 58
5.4 Recommendations 59
5.5 Contributions
to knowledge 61
Bibliography 62
Questionnaires 64
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND
OF THE STUDY
The
term motivation is derived from the Latin word movere, meaning “to move”. In
this context, motivation represents “those psychological processes that cause
the arousal, direction and persistence of voluntary actions that are goal
directed” Terence Mitchell (1997). Managers need to understand these
psychological processes if they are to successfully guide employees toward
accomplishing organizational objectives. Let examines the historical roots of
motivational concepts.
The
concept of motivation is based on the idea that every human experience involves
a causation factor and an effect from that cause. One authority maintains that
there are seven essential causes. These are: (i) The urge arising from bodily
needs; (ii) The urge to succeed and achieve; (iii) The urge to avoid failure
and disappointment; (iv) The urge for recognition and approval; (v) The urge
for security, (vi) The urge to experience something new and different; and
(vii) The sex urge. The manager must be aware of these motivating forces and
should use the knowledge of these forces in carrying out his assignments.
The
concept of motivation centres on the idea that motivation is shown by a change
in behaviours as a result of experience. The manager must know the various
elements of human behaviour, which are the foundations of motivation. There are
seven aspects of motivation advanced psychologists. These are: (i) situation,
(ii) personal characteristics, (iii) goals, (iv) interpretation, (v) action,
(vi) consequence, and (vii) reaction to thwarting.
The
seven aspects function as individuals strive for goal attainment. Earlier
experience has prepared the individual on certain ways to be personally ready
for new experiences when new situations are presented, the person will
interpret this new situation and respond in such a way based on the consequence
that he has experienced in similar situations in the past. Previous
consequences, in similar situations will bring personal goals closer and, as a
result, increase personal readiness to accept the new situation. Favourable
consequences do not always result and, when this occurs, the individual’s
effort is said to be thwarted for lack of goal attainment.
The
manager must focus on teaching employees to accept and operate new procedures
in such a way that none of them feel thwarted. He must also be realistic
enough to know that this ideal cannot always be attained and should give enough
thought to ways that might turn
employees away from non-adaptive behaviour.
Apart
from motivation and organizational performances, the organization needs to be
able to evaluate effectively the employees who operating the work under review.
The types of people that will be needed in the revised operation must be
envisioned. Extensive job analysis, supported by appropriate job descriptions,
must be obtained for the old and new operations. He also has to judge the
limits occasioned by personal restraint based on the analysis. It is impossible
to operate favourably without people having most of the requisite abilities.
1.2 STATEMENT OF THE PROBLEM
Every research is aimed at providing solution to an
identified problem, the following problems are identify with employee
motivation on organizational performance.
Supervision. To decrease demotivation in this area,
you must begin by making wise
decisions when you appoint someone to the role of supervisor. Be aware that good employees do not always
make good supervisors. The role of supervisor is extremely difficult. It requires leadership skills and the ability to treat all
employees fairly.
Salary. The old adage “you get
what you pay for” tends especially
to be true when it comes to staff
members. Salary is not a motivator for employee, but they do want to be paid fairly.
Interpersonal relations. Remember that part of the motivation
of being employed is the social contact it brings, so allow employees a
reasonable amount of time for socialization (e.g., over lunch, during breaks,
between customers). This will help them develop a sense of camaraderie and
teamwork. At the same time, you should crack down on rudeness, inappropriate
behaviour and offensive comments. If an individual continues to be disruptive,
take charge of the situation, perhaps by dismissing him or her from the
practice.
1.3
OBJECTIVES
OF THE STUDY
The objectives of this study are as follows:
a. To
identify the factors that motivate
employee of Ethiopian airlines
b. To examine the effect of these factors on
organizational performance.
c. To identify the factors that demotivate employees of Ethiopian
airlines.
d. To
identify other factors that influence organizational performance of
Ethiopian airlines.
1.4. RESEARCH QUESTIONS
During the course of the research, the following are
likely questions that needed proper attention:
a. What
are the factors that motivate employees of Ethiopian airlines?
b. What are the factors that effect the
performance of Ethiopian airlines?
c. How to identify the factors that
demotivate the employees of Ethiopian
airlines?
d. How to identify other factors that
influence organization performance at Ethiopian airlines?
1.5. STATEMENT OF THE HYPOTHESES
This study aims at examining the effects of employee
motivation on organizational performance at Ethiopian airlines. The study was undertaken in a very critical
manner in order to ascertain the professional effects of employee motivation on
organizational performance.
The following Hypotheses were tested:
HO: Our incentives push us to perform our jobs
efficiently
H1: Our incentives do not push us to perform our
jobs efficiently
HO: Leadership in Ethiopian airlines enhances
profitability
H1: Leadership in Ethiopian airlines does not
enhances profitability
HO: Promotion in Ethiopian airlines enhances low
labour turnover
H1: Promotion in Ethiopian airlines does not
enhances low labour turnover
HO: Performance recognition in Ethiopian
airlines increases efficiency
H1: Performance recognition in Ethiopian
airlines does not increases efficiency
1.6
DEFINITION OF TERMS AND CONCEPTS
The
following terms are defined as they appear in these study:
(a) Motivation: It refers to the
psychological processes that arouse and direct goal directed behaviour.
(b) Service: This is a system that provided
what the public needs, organized by the government or a private organization or
company.
(c) Efficiency: This indicates the extent to
which the organization produces a given output with the least possible use of
the resources.
(d) Effectiveness: This means achieving
results.
(e) Productivity: This is the ratio of output
to input be it labour or other resources.
(f) Quality: (i) Meeting concrete demands
and expectations e.g. Time, quality specifications, finances, defect rates,
functions and safety guarantee.
(ii) Meeting emotional expectation and
desires e.g. attitudes, commitments, behaviour, attention, loyalty,
credibility, consistency.
(g) Environment: The condition that affect the
behaviour and
development of the
organism.
(h) Finance:
This indicates the money used to run a business, an
activity or a
project.
(i) Mechanism:
This means a system or method for achieving a
particular goal or
goals.
1.7.
SCOPE
OF STUDY
The
central aim of this research study is to identify, highlight and analyze the
relationship between employee motivation and organizational performance.
Moreover,
the scope of the project will cover virtually the problems militating against
employee motivation on organizational performance with specific reference or
emphasis on Ethiopian airlines. These problems are enormous, but this paper
will limit itself to ones identified in the sector spanning over the period of
four years from 2005 to 2009.
1.8. LIMITATIONS
In
carrying out a proper and thorough research the understated constraints were
experience.
Such
as epileptic supply of electricity, the reluctance attitude of the respondents,
transport fare, finance constraints, accessibility to the relevant information
through website, time factor as a result of commitments to the researchers lectures, family problems, his job and some communication problems.
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