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EFFECTS OF MOTIVATION ON EMPLOYEE PERFORMANCE IN NOT FOR
PROFIT ORGANIZATIONS: A CASE OF PAN AFRICAN CLIMATE JUSTICE
ALLIANCE, NAIROBI OFFICE, KENYA
BY
ANN KOBIA
UNITED STATES INTERNATIONAL UNIVERSITY – AFRICA
FALL 2021
EFFECTS OF MOTIVATION ON EMPLOYEE PERFORMANCE IN NOT FOR
PROFIT ORGANIZATIONS: A CASE OF PAN AFRICAN CLIMATE JUSTICE
ALLIANCE
BY
ANN KOBIA
A Research Project Report Submitted to the School of Business in Partial Fulfillment of the
Requirement for the Degree of Master of Science in Management of Organizational
Development
UNITED STATES INTERNATIONAL UNIVERSITY - AFRICA
FALL 2021
ii
STUDENT’S DECLARATION
I, the undersigned, declare that this is my original work and has not been submitted to any other
college, institution or university other than the United States International University in Nairobi
for academic credit.
Signed: ______________________________ Date: __________________
Ann Kobia 661625
This project has been presented for examination with my approval as the appointed supervisor.
Signed: _______________________________ Date: _____________________
Prof. James Karimi
Signed: _____________________________ Date: ____________________
Dr. Teresia Linge
Dean, Chandaria School of Business
iii
COPYRIGHT
All rights reserved. No part of this proposal should be reproduced, stored in a retrieval system, or
transmitted in any form or by any means: electronic, mechanical, photocopying, recording, or
otherwise without prior written permission of the copyright owner. Ann Kobia © 2021
iv
ABSTRACT
This study aimed to assess the effects of motivation on Employee performance in not-for-profit
organizations in Kenya, focusing on the Pan African Climate Justice Alliance. The study was
guided by the following specific objectives; determine the effect of remuneration on employee
performance, determine the effect of rewards on employee performance, determine the influence
of training on employee performance, and determine the effects of promotional opportunities on
employee performance in the Pan African Climate Justice Alliance. The study results may be of
considerable significance to academicians, human resource practitioners, and Not for Profit
Organizations.
The study adopted a correlational study design where mixed qualitative and quantitative methods
were employed. It targeted 252 people comprising of management, administrative and project
employee national chapters in Africa, field team, and subordinate employee members. The final
sample size obtained from applying Kothari (2004) method was 152 employee members who
participated in the study. Data was collected using questionnaires with an open and closed
question to capture qualitative and quantitative data. For the participants who were not based in
Kenya, the questionnaire was administered through Google forms. Collected data was analyzed
using statistical package for social sciences (SPSS). Descriptive statistics were computed using
frequencies, percentages, mean and standard deviation. Inferential statistics were used to
establish the relationships between employee performance and motivational factors through
Person moment correlation and multiple regression analysis. The analyzed data was presented in
the form of figures, charts, graphs, and tables.
The results of the first research question were that remuneration had been embraced largely as it
was established to be an effective instrument in optimizing employees’ performance. Payment of
appropriate and commensurate salaries to staff motivated staff to go an extra mile to deliver on
their target performances. Staff were generally satisfied with the level of salaries received as they
considered it fair. To motivate employees further, bonus was awarded to high performing
employees. To improve the welfare of staff, the organization put in place medical insurance and
a pension scheme. Leave arrangements were done in an orderly manner.
v
Rewards were implemented in the organization to boost employee morale. Generally,
recognition and reward incentives in their organization were adequate to a large extent.
Employees valued recognition and reward. The respondents indicated that organization
embraced a culture of recognition for exemplary performance. In addition, incentives were given
for employee innovativeness. Annual prices for the best performing employee were also
organized to acknowledge outstanding performance. Reward and recognition system was fair and
transparent which made workplace more fun.
Employee training had been embraced to a large extent. Training received from this organization
was relevant to employees work and was adequately integrated in their programs. Trainings
clarified what was expected of employees to a large extent so as to fill in the gaps noted on
performance. The trainings contributed to employee growth and competence for better
performance.
The study established that promotional opportunities were in place to a large extent. It was used
in raising employees’ job position/grade, which came with increased responsibility, status, and
pay. It gave employee opportunities for career growth. It also encouraged employees to work as
a team to improve overall organizational performance. The HRM conducted career counseling
sessions to guide the employees’ career growth. It also gave employees independence to make
decisions and opportunity to learn from their mistakes. Promotions were given to the best
performing employee based on the merits set in the promotional procedures. In addition, the
environment was competitive and challenging in a way that one rose faster in their career path.
The study concludes that remuneration was practiced to a large extent at Pan African Climate
Justice Alliance and it significantly contributed towards performance of the employees. Rewards
were in place at Pan African Climate Justice Alliance to a large extent although they did not
significantly enhance employee performance. Employee training had been put in place to a large
extent at the Pan African Climate Justice Alliance and it significantly predicted performance of
the employees. Pan African Climate Justice Alliance had embraced promotional opportunities to
a large extent and these contributed towards performance of the employee.
vi
The study recommends that the HR managers of Pan African Climate Justice Alliance should
seek to improve on remuneration terms in place so as to significantly drive employee
performance. This study recommends for more improvement in reward systems and structures at
Pan African Climate Justice Alliance to ensure they significantly contribute towards performance
of employees. The training managers and officers at Pan African Climate Justice Alliance
should strengthen the training methods in place so as to drive performance of employee. The
human resource managers of Pan African Climate Justice Alliance should improve on the
promotional opportunities in place so as to enhance employee performance.
vii
ACKNOWLEDGEMENT
Firstly, I thank the Almighty God for giving me wisdom, knowledge, strength, and
understanding in the course of this proposal despite the current situation of health crisis of
Covid-19. I would also like to thank my lecturer Dr. Juliana Namada who has guided and
supported me with a lot of intellectual and academic advice and insight. I also want to thank my
supervisors Prof. James Karimi for his support, guidance and academic insight as I was handling
the research work. I also wish to acknowledge and extend my gratitude to United States
International University-Africa for the opportunity and E-facilities to source materials for the
proposal. Lastly, I am grateful to the management of the Pan African Climate Justice Alliance
for the acceptance to conduct this research in their organization.
viii
DEDICATION
This research project is dedicated to my husband, Fred Gitonga Njagi, for his relentless efforts,
financial and moral support throughout my studies. Thank you for your unconditional support,
and God bless you. To my children; Ayannah Mwedwa and Farrell Mutugi, for giving me the
love and support in my academic journey.
ix
ABREVIATIONS AND ACRONYMS
MOD: Master of Science in Organization Development
MBA: Master of business administration
SPSS: Statistical Package for Social Sciences
NPO: Not for profit organizations
FPO: For profit organizations
PACJA: Pan African Climate justice Alliance
COVID: Corona Virus disease
LDC: Least developed Country
LMIE: Lower middle income economy
PWC: Price Water House Coopers
CBA: Collective bargaining agreement
PPM: Project performance measure
MF: Motivation factor
SME’s: Small and medium Enterprise
HRM: Human resource management
NACOSTI: National Commission for Science, Technology and Innovation
USIU-A: United States International University –Africa
x
TABLE OF CONTENT
STUDENT’S DECLARATION ................................................................................................... ii
COPYRIGHT ............................................................................................................................... iii
ABSTRACT .................................................................................................................................. iv
ACKNOWLEDGEMENT .......................................................................................................... vii
DEDICATION ........................................................................................................................... viii
ABREVIATIONS AND ACRONYMS ...................................................................................... ix
TABLE OF CONTENT ................................................................................................................ x
LIST OF TABLES ..................................................................................................................... xiii
LIST OF FIGURES ................................................................................................................... xiv
CHAPTER ONE ........................................................................................................................... 1
1.0 INTRODUCTION .................................................................................................................. 1
1.1 Background of the Problem .................................................................................................. 1
1.2 Statement of the Problem ...................................................................................................... 7
1.3 Purpose of the Study ............................................................................................................. 9
1.4 Research Questions ............................................................................................................... 9
1.5 Importance of the Study ........................................................................................................ 9
1.6 Scope of the Study .............................................................................................................. 10
1.7 Definition of Terms............................................................................................................. 10
1.8 Chapter Summary ............................................................................................................... 11
CHAPTER TWO ........................................................................................................................ 12
2.0 LITERATURE REVIEW .................................................................................................... 12
2.1 Introduction ......................................................................................................................... 12
2.2 Effect of Remuneration on Employee Performance ........................................................... 12
2.3 Effect of Reward on Employee Performance ..................................................................... 18
2.4 Effect of Training on Employee Performance .................................................................... 24
2.5 Effect of Promotion Opportunities on Employee Performance .......................................... 29
2.6 Chapter Summary ............................................................................................................... 35
xi
CHAPTER THREE .................................................................................................................... 36
3.0 RESEARCH METHODOLOGY ........................................................................................ 36
3.1 Introduction ......................................................................................................................... 36
3.2 Research Design.................................................................................................................. 36
3.3 Population and sampling design ......................................................................................... 36
3.4 Data Collection Methods .................................................................................................... 39
3.5 Data Collection Procedures................................................................................................. 39
3.6 Data Analysis Methods ....................................................................................................... 41
3.7 Chapter Summary ............................................................................................................... 42
CHAPTER FOUR ....................................................................................................................... 43
4.0 RESULTS AND FINDINGS ................................................................................................ 43
4.1 Introduction ......................................................................................................................... 43
4.2 General Information ............................................................................................................ 43
4.2.1 Response Rate .................................................................................................................. 43
4.3 Effects of Remuneration on Employee Performance .......................................................... 46
4.4 Effect of Rewards on Employee Performance .................................................................... 47
4.5 Effect of Employee Training on Employee Performance ................................................... 48
4.6 Promotional Opportunities and Employee Performance .................................................... 48
4.7 Chapter Summary ............................................................................................................... 50
CHAPTER FIVE ........................................................................................................................ 51
5.0 SUMMARY, DISCUSSION, CONCLUSION AND RECOMMENDATIONS .............. 51
5.1 Introduction ......................................................................................................................... 51
5.2 Summary ............................................................................................................................. 51
5.3 Discussion ........................................................................................................................... 52
5.4 Conclusion .......................................................................................................................... 61
5.5 Recommendations ............................................................................................................... 62
REFERENCES ............................................................................................................................ 64
xii
APPENDICES
Appendix I: Respodent Informed Consent Form
Appendix II: Respodent Debrief Form
Appendix III: Research Approval Letter
Appendix IV: Permission To Conduct Research
Appendix V: Questionnaire
Appendix VI: Research Permit
xiii
LIST OF TABLES
Table 3.1: Target Population......................................................................................................... 37
Table 3.2: Sample Size ................................................................................................................. 39
Table 3.3: Reliability Results ........................................................................................................ 40
Table 4. 1: Gender Distribution of Respondents .......................................................................... 44
Table 4.2: Age of the Respondents ............................................................................................... 45
Table 4.3: Remuneration and Employee Performance ................................................................. 46
Table 4.4: Rewards and Employee Performance .......................................................................... 47
Table 4.5: Employee Training and Employee Performance ......................................................... 48
Table 4.6: Promotional Opportunities and Employee Performance ............................................. 49
xiv
LIST OF FIGURES
Figure 4.1: Response Rate ............................................................................................................ 44
Figure 4.2: Level of Education ..................................................................................................... 45
1
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the Problem
People are the most critical resources in any organization world over. In today’s rapidly
changing business environment, tapping and optimally utilizing employee talents and abilities is
a central focus to managers in progressive enterprises. This is based on the management
understanding that success in an organization is tied to its capacity to attract a pool of competent
personnel and develop and motivate its labor force (Siegfried, 2016). Unlike other productive
assets, human resources comprise individuals with distinct psychosocial needs that should
primarily be met and managed to contribute to the overall growth of an organization. To realize
sustained high-performance levels among employee, management design, and implement
strategies aimed at meeting employees' psychosocial needs through motivation. Studies by Veliu
(2015) and Singh (2017) have shown that motivation is a critical component in managing
employees’ morale and is also linked to job productivity. Indeed, Yazici (2018) noted that low
self-drive is a leading cause of negative team spirit and ultimate employee productivity loss in
most organizations.
Scholars across the human behavior disciplines such as economics, psychology, and sociology
have advanced theoretical postulation regarding what drives people to do things they do. Needs
hierarchy theory of Abraham Maslow's is one of the most elaborate and accessible theory of
motivation. The theory links people’s needs to their drive (motivation) to engage and executes a
task. Maslow categorizes the needs into a hierarchy pyramid comprising physiological, safety
and security, social, esteem, or ego and self-actualization components. He argues that needs at
the bottom of the pyramid (Physiological and safety) have to be achieved before safety and
security, which forms the basis for people's motivation. In Sri Lanka, Bawa (2017) tested this
theory and established that lower cadre employees in government and non-governmental entities
have high regard for needs at the lower level. At the same time, those in higher cadre attach more
value to needs at a higher level of the pyramid.
2
Motivation is classified as intrinsic and extrinsic. Intrinsic motivation associated with
experiences that employee values positively and emanates from the tasks or work they do, i.e.,
relate to the individual and their work. Intrinsic motivation is responsible for employees'
excitement about work challenges, drive to handle complex assignments, and accomplishing
tasks with zeal and efficiency. George and Sabapathy (2011) note that some factors, such as
freedom to make decisions about one's engagement and take responsibility for their action, are
drivers of intrinsic motivation. Extrinsic motivation emanates from a work environment
externally influenced by a center other than the person being motivated. Extrinsically motivated
employees may not appreciate their work or tasks but are driven by accolades' expectations
relating to their performance. Drivers to extrinsic motivation include rewards, recognition, career
growth, remuneration, working conditions, training, and leadership. Management must develop
strategies that intrinsically and extrinsically appeals to worker’s motivation to maximize the
abilities and talents of their workforce.
Victor Vroom developed the third theory in 1964, known as Expectancy Theory. This theory was
based on a cue-reward relationship where out of their performance, an employee expects a
reward. The argument in the theory is that employees expect positive and negative rewards
where the former can motivate them highly, thus increasing productivity. While testing the
significance of rewards, Dur and Zoutenbier (2015) evaluated private enterprises in Germany
and established that employee motivation is highly correlated with rewards and recognition with
non-financial rewards having a stronger correlation than financial rewards.
Kinsella, Fry and Zecchin (2018) state that, it was until early 1900s’ monetary rewards were
thought to be the only motivational factors. The 20th century discoveries established that
employees, there are many factors that motivates employees than just money. They held the view
that, an indicator for enhanced job performance is when employees are satisfied in their jobs and
that happy employee are more productive. A motivated employee responds positively and
enthusiastically to defined organizational goal. Waldman, Kelly, Arora, and Smith (2010) in
study which they conducted on the impact of employee turnover in health care organizations in
USA, established that a constantly high turnover rate de-motivated the remaining employees
which affected their performance. According to the two-factor theory, these factors include;
3
working conditions, technical supervision, salary, inter-personal relationship, and security of
tenure. On the other hand, factors whose presence strongly boosts employees' morale while lack
of attributes has a weak effect on the demotivation of employee. These factors include career
growth, recognition, and rewards.
In Nigeria, Sajuyigbe, Olaoye and Adeyemi (2013) tested Herzberg's theory which outlines
intrinsic and extrinsic drivers of motivation whose presence or lack of it determines individuals'
motivation to work hard. Using a sample size of 100 employees in the manufacturing sector, the
results revealed that recognition and remuneration, which are drivers of extrinsic motivation,
significantly correlated with employee productivity and aggregate performance. In Tanzania,
Mote (2014) conducted on assessment on causes and effects of labor turnover on banking
industry. The study sample population was 82 respondents from Tanzania Investment Bank
employees. The study established that, low employee morale caused by low remuneration
packages, unequal treatment among TIB employees and lack of communication between the
management and employee of other department were the main cause of employee turnover. The
study confirms the importance of employee motivation on organizational performance.
Cases of industrial unrest have slowed down the rate of economic with various sectors of Kenyan
economy being affected. The grievances have always been poor pay, poor working conditions,
delayed promotions issues when not addressed demotivates employees who eventually call for
strikes. Apart from the said grievances, which can be solved extrinsically, intrinsic motivation
factors such as recognition, timely feedback; on job training should be implemented to avoid
reduced productivity. Wanjihia (2016) conduct a study in Kenya Bankers Sacco Society to
evaluate influence of motivation and performance. The results revealed that motivation
influences employee at KBSS and that there was significant relationship between motivation and
performance. Reward, recognition and being promoted positively motivated employee to
enhance their performance.
Motivation is the underlying force or drive that guides a person’s action and behavior. It
catalyzes employee energies to accomplish given tasks that contribute to organizational growth
(Pang and Lu, 2018). To get it right with employee motivation, Siegfried (2016) argues that
4
employers or recruiters must go the extra mile in searching, hiring, and retaining people who are
not only talented and able but, more importantly, like what they do. Thus, the recruitment
process must be robust enough to guarantee the recruiter with a better understanding (Al-Madi,
2017) of applicants’ preferences and desired career path. This will proactively ensure that
subsequent attempts to motivate their personnel will be highly effective in increasing their
performance and lowering the turnover rate.
In the Not for Profit Organization (NPO), employee motivation is an essential human resource
subject just as it is in For-Profit Organization (FPO). De Sousa Sabbagha, Ledimo and Martins
(2018) argue that the level of employee motivation determines their performance in terms of
efficiency, quality, and time in NPOs. However, there is a striking difference between goals of
motivation in NPO and FPOs pronounced more depending on the organization's size. In for-
profit organizations, motivation strategies relate to profits where such intervention as salaries,
bonuses, and promotions are pegged on employee contribution to sales and profits. On the other
hand, motivation in NPOs goes beyond financial reasons since these types of organizations are
mission-driven and offer relatively lower financial rewards compared to for-profit counterparts
(Renard and Snelgar, 2018). Thus, the motives of employees in NPOs vary and are driven by
mission and purpose to serve as opposed to profits and higher salaries. Renard and Snelgar
(2017) observed that employees in NPO might have top qualifications but sacrifice high salaries
and benefits from private and government to work for a cause of helping people or pushing for
interventions to help better the lives of communities.
Against the above, researchers (Renard and Snelgar, 2018) contends that owing to unique
inherent attributes of NPO jobs, employees in these organizations are highly driven by intrinsic
motivation as compared to employees in private and government sectors with who are
extrinsically motivated. While considering employee motivation in NPOs, one is drawn towards
a keen focus on intrinsic factors such as employee interest, servitude, appeals to challenge, and
aesthetic value (Renard and Snelgar, 2017).
Renard and Snelgar (2017) conducted a study to assess motivation among employees in NPOs
from South Africa and Belgium. The results revealed that three dimensions come to play when
5
looking at what drives NPO employees to work. The first dimension is the level to which the
employee is personally connected to their work, which includes aligning their personal goals to
organization philosophy and the extent their values and passions fit with the mission of the
organization. This implies that the performance of employees in NPOs can be effectively driven
by appealing to their high-order desires, including a passion for serving others, protecting the
natural ecosystem, and preserving humanity (Forbes, 2016). The second dimension to employee
motivation among the employees in NPOs is the desire to help, the drive to make a difference,
and the tendency to exhibit pro-social attributes. Indeed, findings from Renard and Snelgar
(2016) supported this dimension, where it was established that high performance among
employees in NPOs relates to strongly pro-social values. The third dimension of a drive to
perform has to do with employees going beyond a call of duty, where their passion transcends
their job description. These are internally determined by the employee whose sense of purpose is
realized through servitude, novelty, and results (Renard and Snelgar, 2017). In such settings,
employers devise strategies that promote employees' capacity to attend to their internal drive and
motivational needs, such as independence of judgment and choices (Ochola, 2018)
However, much as intrinsic motivation is primary to NPO employee, extrinsic motivation also
comes in handy to complement employee motivation and sustain high performance (Kluvers and
Tippet, 2009). In cognizance of this, NPOs design targeted strategies to enhance employees’
extrinsic motivation. As noted by Jensen (2018), the most common drivers of extrinsic
motivation deployed by NPOs are inform of career growth, reward, recognition, training,
communication as well as financial incentives, which include remunerations. Maier, Meyer and
Steinbereithner (2016) studied the importance of financial incentives using meta-analysis of
organizations across India, including NPOs. The results revealed that rewards and remuneration
are strong motivators and relate positively to performance improvement and low employee
turnover.
Employee performance is the overall productivity and output of employee and relative
contribution to organization mission. It is associated with an employee's competence, skills,
knowledge, abilities, experience, willingness, and motivation (Pitafi, Kanwal, Ali, Khan and
Ameen, 2018). Employee performance can also be viewed as a sum of employee availability in
6
terms of retention, competence, industriousness, and responsiveness. Thus, absenteeism, low
morale, and job satisfaction are some of the soft elements that influence employee performance
in all sectors. Employee performance is a central concern for managers’ world over. Besides
motivation, the performance of employees measured in terms of individual productivity is also
determined by the level of technology; thus, countries with advanced technology record higher
employee productivity. Indeed, a study by Chaudhry (2017) revealed that labor productivity in
developing countries of South Asia and Africa up to three times lower than that of developed
nations. The study shows that low levels of educational attainment and technology affected
employee productivity in these regions. On the other hand, organizational practices in human
resource management affect employees' Productivity. Almarzooqi, Khan and Khalid (2019) cites
training, performance appraisal, promotion, teamwork, and HR planning to affect employee's
performance.
While performance in the profit sector is measured in terms of sales and revenue, not for profit
organizations, it is measured in terms of contribution to the overall mission of the organization.
Performance management in Not for Profit Organizations (NPOs) is concerned with setting up
systems that link overall goal of the organization to individual tasks, job design, promotional
decisions, career planning, compensation, training, and retention (Akingbola, 2015). Conversely,
performance, and employee productivity is affected by how mission statements guiding NPOs is
constructed. Li, He, Shao and Cao (2018) evaluated the role of the mission statement in
promoting individual and overall Productivity in Non-Governmental Organizations (NGOs) in
China. Data from 227 organizations were analyzed, and the results revealed that mission
statements had a strong correlation with job design, satisfaction, and employee performance in
the NGOs sector.
The Pan African Climate Justice Alliance (PACJA) has developed to be the most vibrant and
largest Civil Society stage in climate change and sustainable development since its inception in
2008, in Johannesburg, South Africa. PACJA to date have membership of over 3,000
organizations and networks. It began when a group of CSOs came together at a workshop and
were concerned by the total lack of the African civil society expression in the international
climate change dialogue processes. The New Partnership for Africa's Development (NEPAD)
7
and Oxfam International organized the workshop to facilitate dialogue among African Civil
Society Organizations to explore ways of working together to create an impact on the post-2012
discussions on Climate change. Faith-based Organizations, Trusts, Foundations Community-
based organizations, Non-Governmental organizations, Farmers, and Pastoralist Groups are
brought together by PACJA into alliance. The approaches that PACJA incorporates are research,
advocacy, partnerships development, capacity building, and awareness creation to successfully
deliver its strategic mandate.
In Pan African Climate Justice Alliance (PACJA), these measures have impressively reduced
employee turnover rate over the last three years from 22.3% to 6%. However, there has been a
paucity of research to assess whether there has been a change in employee performance resulting
specifically from these interventions. As a project-based organization, PACJA measures
employee performance based on annual appraisals that are tied to Project Performance Measures
(PPM) and targets. However, these measurements do not capture the overall organization
employee performance or productivity change associated with HRM interventions. This leaves a
gap in evaluating the value of incentives, their effectiveness, and those that are not effective in
enhancing employee performance. There is distinction between organization performance and
employee performance.
1.2 Statement of the Problem
Just as in the world of business, the operational environment in the NPOs has been radically
changing owing to rapidly shifting geopolitical landscape and evolving contemporary issues.
Increased rate of intractable conflicts and crime, scarcity of resources, climate change, and
emerging diseases, such as COVID19 has been increasing pressure to humanitarian workers
amid strict conditionality to accessing funds from the donors. In Kenya, the transition of the
economy from Least Developed Country (LDC) to Lower Middle Income Economy (LMIE) in
2011 limited the flow of donor funding as it was moved from the Annex of poor nations to a
country capable of addressing most human and natural resources problems. The government of
Kenya later (2013) instituted strict guidelines for registering and running NPOs, thus increasing
the threshold for compliance that further affected the sector's capacity to attract and retain a
8
talented workforce. Indeed, a Price Waterhouse Coopers (PWC) (2018) observed that employee
turnover rate in NPOs has risen from 18.6% in 2012 to 31.2% in 2017. Besides, per capita
employee productivity went down by 17% between 2015 and 2018 (Heiss and Kelley, 2017).
Not for profit organizations have been implementing adoptive human resources strategies to
attract and retain talented labor force (Ndegwa, 2018; Mulwa, 2019). The strategies aimed at
enhancing employee motivation in order to increase their productivity and lower turnover rate.
Among the interventions these organizations are implementing include rolling out of flexi-time
and strengthening horizontal communication aimed at giving employee more independence to
manage their time and tasks effectively. The other incentives included training, established a
Collective Bargain Agreement (CBA) to address employee remunerations, award, and
recognition, and opened up opportunities for promotion and career growth (Mulwa, 2019).
However, the studies did not address the influence of motivation on employee performance
which forms the basis of conducting this study.
According to Kurdi and Alshurideh (2020), organizational performance is dependent on
individual employee performance and business environment while employee performance is
dependent on various factors such as motivation, commitment and innovation. The absence of
motivated employee can be detrimental to organization performance which will be evident due to
low productivity and high employee turnover. Study conducted by Oroni, Iravo and Elijah
(2014) influence of motivation on employee performance concluded that several negative effects
that demotivated workforce would to an organization such as low productivity, poor workers-
management relationship that results to industrial unrest, high employee turnover which would
be avoided if employees are well motivated. However, the study did not capture several methods
used for employee motivation. This study therefore aimed at bridging this gap by assessing the
relationship between employee motivation factors that include remuneration, reward and
recognition, training and growth and promotional opportunities and the impact on performance
with specific reference to PACJA.
9
1.3 Purpose of the Study
The general purpose of this study was to assess the relationship between employee motivation
and performance in NPOs focusing on Pan African Climate Justice Alliance.
1.4 Research Questions
1.4.1 What is the effect of remuneration on employee performance in the Pan African
Climate Justice Alliance?
1.4.2 What is the effect of rewards on employee performance in the Pan African Climate
Justice Alliance?
1.4.3 How does training influence employee performance in the Pan African Climate Justice
Alliance?
1.4.4 What is the effect of promotional opportunities on employee performance in the Pan
African Climate Justice Alliance?
1.5 Importance of the Study
1.5.1 Academics
This study may contribute to knowledge and act as a useful source of empirical literature for
future researchers in the field of motivation and employee performance. The study may also act
as an empirical validation of the theories used in a Not for Profit organization. Further, by
focusing on NPOs, this study may extend the validity of previous studies on motivation and
employee performance that largely surveyed organizations in profit-based organizations.
1.5.2 Human Resource Practitioners
The results of this study may also be useful to human resource practitioners, especially on
measuring relationships between employee motivation and performance. It may help in
informing managers on the effect of various aspects of motivation on employee performance and
how to effectively design and implement each of the elements.
10
1.5.3 Not for Profit Organizations
The study may be of great significance to Not for Profit Organizations. Motivating employee in a
resource-constrained environment, it requires a better understanding of managers on effective
factors that would boost the morale of employees and related incentives. As a correlational
exercise, it may connect the missing link between motivational incentives and employee
performance in the NPOs. Further, the results may include a proposition of practical
recommendation to improve the design of employee incentives in NPO setting in a manner that
may make them more impactful to performance.
1.6 Scope of the Study
This study focused on assessing strategies aimed at motivating employee at Pan African Climate
Justice Alliance, through adoption of these motivation aspects including remuneration, rewards,
training, and promotional opportunities and the effect it has on employee performance. The study
was conducted at the Pan African Climate Justice Alliance Nairobi office, which is located at
Jamhuri Crescent houses on Kabarnet Road, off Ngong road. The data collection process was
conducted in the months of March and April, 2021 and later analysis and report writing was
done.
1.7 Definition of Terms
1.7.1 Employee Motivation
This refers to a raft of measures designed and rolled out by management in an organization
aimed at inspiring employees, build their confidence and boost morale in order to optimally tap
their abilities and talents (De Sousa Sabbagha, et al., (2018). Job satisfaction, high performance,
increased Employee morale is some of indictors of motivated employees.
1.7.2 Extrinsic Motivation
This refers to factors that are external to individual employee and responsible for inspiring
commitment and zeal to their job (Hanus and Fox, 2015).
11
1.7.3 Intrinsic motivation
This refers to psychosocial factors that personal and from within individual employees that drive
their passion and dedication to their jobs (Re’em, 2011).
1.7.4 Employee Performance
This refers to individual employee output measured in terms of productivity, quality, excellence,
and efficiency while doing handling their work assignments (Chaudhry, 2017).
1.8 Chapter Summary
This chapter highlighted the background of the study, which included relevant literature on
motivation and employee performance generally as well as a perspective advance on the
relationship in the Context of NPOs. The chapter show that motivation in NPOs is largely
intrinsic boosted through non-financial incentives. The chapter also included a statement of the
problem, which gave the situation of employee productivity and performance in NPOs in Kenya.
Statement of the problem reveals efforts to boost the motivation of employee in NPOs, the
milestone achieved, and the knowledge gap on the extent to which these measures affect
employee performance. The purpose of the study is also highlighted together with research
questions covering the effects of remuneration, reward and recognition, training, growth, and
promotional opportunities on employee performance in PACJA. The chapter also shows the
scope of the study, definition of key teams and chapter summary.
Chapter two examined literature review as carried out by other scholars to identify the gaps and
inform the direction that the current study assumed. Chapter three highlights the design,
population and sampling, data collection and data analysis. Chapter four presents results and
findings as collected from the field while chapter five presents summary, discussions,
conclusions and recommendations drawn. The next chapter from here is on literature review.
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CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Introduction
This chapter presents literature ranging from academic books and journals that regards
motivation and employee performance in not for profit organizations in accordance with the
variable of this research study. The chapter will discuss research variables, which are the effect
of remuneration on employee performance, the effect of reward and recognition on employee
performance, training influence on employee performance, the effect of growth and promotional
opportunities on employee performance, and the relationship between employee motivation and
performance. The literature reviewed will acquaint the reader with existing studies related to the
subject matter. The review seeks to indicate what works already exist on the subject matter in
relation to the areas discussed.
2.2 Effect of Remuneration on Employee Performance
Remuneration had been found to be an effective instrument in optimizing employees’
performance. Salary constitutes only a part of the total, total reward. It is the non-financial
rewards that make the difference. Building a fair remuneration system would be wrong if you did
not pay attention to the payoff for a number of reasons: First, the cost of labor occupies a
significant percentage of the cost of the products. Determining too high salaries will result in
increased product prices and, consequently, in lowering the company's competitiveness in the
market. Remuneration, as defined by White (2016) as what an individual is paid or rewarded for
accomplishing a task given and it further includes wages, base salary, health and pension
schemes, and allowances such as a house, commuter, responsibility, and overtime as components
of remuneration. Financial/ monetary rewards, whether in the form of allowances, wages,
salaries, incentives, and bonuses, are part of remuneration package.
When employees render services to an organization, the rewards and benefits accrued are a result
of this mutual commitment between employers and employees. An organization uses
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remuneration and other reward systems to motivate, attract, and retention of the highly skilled
employee so as to gain competitive advantage. However, Para-González, Jiménez-Jiménez and
Martínez-Lorente (2018) argued that it is one-dimensional to assume that employees will
increase performance when motivated with monetary rewards, which may backfire when other
motivation techniques are not employed. They argued that employee motivation is dependent of
multiple factors that range from financial to non-monetary. In their analysis, they rated job
security, recognition as key factors that motivate employees, money being second rated.
According to Abraham (2017) organizations paid slightly higher salaries with intentions of
increasing individual performance and that highly skilled and qualified employees’ will be
motivated to stay a bit longer in the organization. Kinyili (2018) was of the view that
organizations expectation of their employees was commitment, loyalty, keep the organizations’
secrets and better their performances for the betterment of the company while contrariwise
employees expected that the organization being the employer should honor its part of bargain by
equitable remuneration as psychological contract. Employee displays high level of commitment
to organizational when they perceive they are remunerated fairly well. Consequently, the
managers should guarantee that workers are sufficiently remunerated to boost their performance
through motivation. Remuneration can motivate or demotivate workers. Employees will be
comfortable if remuneration was adequately enough to cater for their fundamental human needs.
In agreement to this study, Ombongi (2017) found that employees who are better paid are likely
to be more productive and increased satisfaction with their jobs. Money directly and indirectly
relates to human security and for survival.
2.2.1 Salary and Wages
Basic salary according to White (2016) is a payment which either annually or monthly, which is
paid to employees on a permanent basis with or without an increase in performance. Wage, on
the other hand, refers to rates calculated either by piece work or hourly paid to manual workers.
Pay systems were traditionally bases on these three factors (a) work, (b) standard and level
remuneration among the employees, and (c) competitive remuneration package. He further states
that during traditional reward systems employee was not reward for updating or acquiring new
14
skills neither motivated to do so. Dei, Manan and Respati (2020) hold the views that pay that is a
fraction of gross pay is important because it is based on time and not on performance. Similarly,
Para-González, et al. (2018), noted that tasks completed by employees are an indication of value
for work done by an individual employee. While Babagana and Dungus (2015) noted that wages
are regular payments for work done and it is paid on a daily basis or weekly schedule. Keeping
to the agreed frequency and amounts motivates the employees to continue serving and attaining
the work objectives.
De Vito, Brown, Bannister, Cianci and Mujtaba (2018) shared that basic salary is one factor that
led to employee motivation. Other factors like hygiene aspects yielded less dissatisfaction when
compared to other factors which directly influence psychological employee level. This is in
agreement with behaviorist in rating employee motivation factors have never included money as
a major motivator though it attracts but cannot motivate nor retain employees. In additional Nair,
Salleh and Nair (2014) did a survey which concluded that financial rewards and compensation
were critical in attracting highly skilled and talented employees but their motivating allure lasted
for only a short period of time.
In Nigeria’s Borno State, Babagana and Dungus (2015) served questionnaires to 45 residents of
Ramat Polytechnic Maiduguri students from 1995-2011 to find out the effects of employee
remuneration on the performance. The respondents were members of the academic employee of
various schools in the polytechnic, namely, school of vocational and technical education, school
of management studies, school of environmental studies, school of engineering and applied
science, and school of management studies. The results of their findings indicated that
remuneration, working conditions, and other monetary benefits positively influence employee
motivation and performance. Collecting data from 45 respondents is a small sample in which to
base findings and conclusions hence the need to collect data from a bigger respondent as
representative of the entire population.
Mwangi (2014) in a research at Chloride Exide group of Companies in Kenya showed the effects
of employee compensation on employee motivation. The response to remuneration motivated
them, and enhanced performance was high. The study also found that teamwork and rewards
15
motivated them and influenced their performance. However, the study still found a slight percent
of respondents indicated that they were not certain if remuneration and other financial incentives
influenced their motivation. Case studies make it difficult to generalize the findings to an
industry or entire population, since the data relies on a specific unit of analysis and for this study
it was the Chloride Exide Group of Companies in Kenya.
Sardjana, Sudarmo and Suharto (2019) on the effect that remuneration had on work discipline,
motivation and performance noting that remuneration has had a big impact in organizations. As
such when an employee is poorly remunerated, they are likely to respond by arriving late at their
work stations, wasting a lot of time handling tasks and there will be increased cases of
absenteeism which in general is bad work discipline. These elements will also reduce
productivity and performance. The research reveals that remuneration packages as based on
market standards (professional skills, experiences and professional training) led to high work
discipline, highly motivated employees and high performance. Remuneration significantly
affected work discipline, motivation and performance, but work discipline did not affect
performance. Correlating one element-remuneration to several elements makes it difficult to
fully explore the interrelationship of the variables directly. It is preferable to link one variable to
another and get the inter-correlation between the two elements.
Al-Madi, Assal, Shrafat and Zeglat (2017) investigation on employee motivation revealed that to
achieve the organizational goals, the managers must look into the factors that can and will
motivate its employees. The study collected data from C-Town retail stores and Sameh Mall in
Jordan and findings reveal that employees who are motivated remain committed to their
organization. The study further noted that money was important motivating factor as it
determines salaries and wages of it; but it was not the only motivator, there are other incentives
which can also serve as motivators. These other factors included bonus pays, overtime payments
career advancement and rewards and recognition for highly performing employees. In another
study by Ilea, Daina, Bungau, Tit, Uivarosan, Moleriu ... and Petre (2020) regarding wages and
employee satisfaction and employee motivation, showing that motivations of different types and
kinds as part of the financial ones improved the satisfaction and motivation levels of employees
in the Romanian hospitals. The study found that several factors influenced the healthcare
16
worker’s satisfaction included wages and the 2018 salary increment for the doctors, the job
specifics, terms and working conditions and the different work groups.
2.2.2 Bonus Pay
This is an extra payment that is accorded to employees for handling their work tasks so well and
it is a reward and an encouragement to continue performing well. Bonus pays can be done
monthly or annually for exemplary work achieved by the employees. It also includes overtime
payment for the employees that work extra hours to complete their assigned tasks. Qian and He
(2018) investigation on bonus scheme and motivating employee in Chinese public hospitals and
shared that other than salaries and wages; bonuses have been used by many organizations to
boost the morale of employee, improve productivity at the workplace and increase the chances of
employee retention. For the hospital, bonus payment has led to improved doctor-patient relations
and work output. The bonus payment has in general improved productivity of the physicians but
however, the findings showed that the extensive use of quantity-based bonuses has not only led
to the provision of unnecessary care but also crowded out physician’s intrinsic motivations,
resulting in a decline in the quality of services. Therefore, the study advocates for search of
appropriate remuneration mechanisms and bonus pay formulas in a way that would improve the
performance of the physicians.
Singh and Masters (2018) considered performance bonuses within the public sector by
conducting trials that compare incentives like improved child outcomes among the salaried
caregivers. The study was done in India and the Chandigarh region and findings showed that
when prizes were given to workers based on their outputs and the standard set for the gains more
yields were gained when compared to winner-take-all programs. Bonuses payment structure that
allows for distribution of the price across the entire team yields higher outcomes as compared to
winner-take-all structure. At the same time, proportional bonuses led to larger and more
sustained gains because of better performance by lower-ranked workers
Sabir (2017) researched on ways of using bonuses and awards to motivate employees in projects.
The researcher looked at real-life projects and revealed that bonuses and awards provide
17
extrinsic financial rewards as a motivating factor but is a way of giving feedback on the overall
performance of the project. The study findings revealed that sign-on bonus and retention bonus
enhanced the total compensation package that motivates the employees to attain the goals and
objectives assigned to them. Bonus pay and awards work better with recognition for excellent
achievement of tasks and awards and certificates of appreciation work to motivate the project
team members. The study concluded that bonuses and awards can be used by project managers
and in organizations to stem and delay employee turnovers, motivate the employee and lead to
increased productivity.
2.2.3 Retirement Plans/Pension Schemes
Every employee is cognizant that at one moment they will grow old, weak and unable to actively
work to earn an income. As such, it is important to make a plan for how one can continue
accessing basic needs for survival, hence the birth and notion of having pension schemes.
Chukwudumebi and Kifordu (2018) shared that employers can use pension
plans to motivate their workforce by assuring them of a better retirement. Pension
plans demonstrate the value a company places on the service of its employees and a willingness
to ensure adequate retirement income for its entire population. In the study on boosting morale
and productivity of the employees, other fringed benefits included having insurance policies and
welfares to handle the issues that face everyday lives of employees.
In the study on contributory pension schemes and employee productivity, Kotun, Adeoye and
Alaka (2016) who looked at Lagos state government and how it handles the contributory pension
scheme and how it impacts the productivity of public servants. The collected data through the
use of questionnaires and after analysis, findings showed that when employees are assured of an
adequate retirement package, their productivity increases and its efficiency. The results also
found that contributory pension scheme (CPS) had positive impact on boosting employee morale
and leading to high employee productivity. Hassan and Lawrence (2018) revealed that financial
strain as people advance in years and longer retirement periods make many people to seek
organizations that a retirement scheme either contributory by the employee or the employer. The
findings reveal that women are more likely to contribute to retirement plans through their work
18
organizations. The concept that upon retirement, an individual will be getting some benefits is a
motivation for them to be retained for longer in an organization and work harder.
2.3 Effect of Reward on Employee Performance
Rewards are normally given to employees of an organization for outstanding performance and as
an encouragement to continue with the hard work. Organizations design reward management by
formulating policies and implementing strategies in a way to reward employees equally and
fairly inconsistent and according to the value given to the organization (Kathombe, 2018).
Reward management is geared towards improving individual and organizational performance;
therefore reward system should be designed, implemented, and maintained to realize best
practices. An effective reward system’ design and implementation procedures are vital in any
organization in employee management. Armstrong (2010) divides rewards into financial and
non-financial benefits. Fiscal recompenses category are merit pay, basic pay, incentives,
commission, bonuses, and various allowances. Non-fiscal recompenses like being recognized,
supervisory roles, being promoted, and access to an organization's benefits like a car. At the
same time, the reward system should consider and reward employees according to their skills
and competences, market worth, and individual contribution toward organizational growth.
2.3.1 Rewards
Intrinsic rewards are non-monetary and do not have a physical existence. Examples of intrinsic
rewards may include employee recognition, official acknowledgment, professional training, and
development, the power to make decisions, admiration, and being appreciated (Ndung’u, 2017).
Consequently, it is vital that the management conceptualize intrinsic rewards, for they are a
major component of the reward management system. Conversely, extrinsic rewards are
categorized by touchable and rewards in monetary form. Bonuses, office pay, pay increment,
commissions, and direct forms of compensation such as flexibility in time are examples of
extrinsic. In an environment where non-material rewards are subdued by materialistic to induce
motivation, the latter is perceived to be controlling.
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In the study on reward management strategies and its impact on employee performance,
Kathombe (2018) shares that rewards are a key aspect in increasing the job satisfaction of
employees that result in improved organizational productivity and performance. The study
looked at some selected universities within Nakuru County and noted that motivated employees
are an asset to an organization and they are the cornerstone of any successful organization. The
researcher found out that adoption and usage of financial rewards like pay increments and non-
financial rewards including health insurance among university lecturers led to improved
performance in the learning institutions. Further findings revealed that combined effect of
financial and non-financial rewards had a strong and positive impact to employee performance
and recommended for these learning institutions to work on lecturer’s promotion as based on
merit, have retirement benefits and training programs. These measures if implemented will steer
the employees to continuous improved performance.
Karatepe and Vatankhah (2014) conducted a study done in Iran which revealed that reward
influenced employee performance and reduced employee turnover. The findings further showed
that other additional factors that influenced performance and reduced employee turnover were,
job security, teamwork, better work environment and training. Unlike other factors of production
where raw materials are sourced, ingredients mixed, put on a conveyer belt as a finished product,
human resources use their skills, thoughts and emotions to perform their tasks. It is the role of
management to get thing done in work place through employee hence the responsibility of
ensuring motivated workforce is on their shoulders.
The concept of money being used as a motivating factor and a reward for excellent performance
may not have the long lasting effect when comparing it to other non-monetary rewards. Victor
and Hoole (2017) looked at organizational rewards and mentioned that when planned well it
would easily result in work trust and stronger engagement ties to one organization. The study
revealed that the rewards not necessary have to be in monetary terms but more emphasis should
be placed on non-monetary rewards like training of employees that would lead to higher skill-set
and higher productivity, career advancement, job enlargement and enrichment and the working
environment.
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Hertzberg and other behavioral scientists have downplayed the use of money as an important
form of motivation pointing to out value of other non-fiscal factors like challenging work, timely
feedback, and good teamwork as major elements that stimulate motivation and performance.
Nevertheless, the monetary aspect cannot be downplayed as a decisive incentive to stimulate
motivation for money gives the employee purchasing power, thus fulfilling their needs and
desires (Ndung’u, 2017). Organizational performance is determined by each individual employee
performance therefore managers should effectively engage their managerial roles in planning,
implementing and monitoring the performance of their employees so that there is consistency in
tracking and evaluating performance which will aid at arriving at informed decisions especially
in regard to remuneration.
Armstrong (2010) quoted Pfeffer (1998) who argued that, though employees work to get money
the major motivation is being meaningful in life. Loyalty and commitment are lost when there is
no meaning of work and therefore meaningful work, trust, better work environment should not
be substituted by money or any form of compensation. In simplest terms money alone should not
be used as motivation factor while sacrificing other intrinsic types of motivation. Sitati (2017) in
relating the Herzberg’s Two Factor Theory/ motivation hygiene theory of Frederick Herzberg’s
stated that the content of rewards, achievement and recognition as motivational factors to general
individual performance were intertwined.
2.3.2 Recognition
Achievements, being noticed and praise are motivational factor that lies under recognition.
Recognition can be either negative or positive as Vroom (1996) noted but accordingly it must be
deserved to bring out positive motivational effect. Effective successful strategic factors are based
on motivational and recognition of better performance for individuals and units (Rai, Ghosh,
Chauhan and Singh, 2018). Similarly, organizational rewards were significant inducements for
increasing individual employee and team performance. Recognition methods are many and there
is no ordinary approach to recognition but each organization should select the one that best fits
their work environment. However, different organizations in various sectors and sizes have
schemes that according to objective. Nevertheless, Sagwa (2014) suggest that the organizational
21
culture is the determining factor of recognition scheme in any given organization. Further adding
that praise, monetary rewards, promotions as among the most commonly used recognition
systems.
Asaari, Desa and Subramaniam (2019) stated that employee recognition and employee
performance are closely related because timely feedback is received when employees are
recognized, thus practically motivating employees. They further stated that the characteristics of
a recognition system that is genuine and effective should be timely, consistent, frequent,
spontaneous, and also should be in the right setting and context for the benefit of those providing
and receiving. In their study still, they found out six major excuses namely; not knowing how to
do it, lack of time, discrimination, low self-esteem, lack of value to the recognition given, and
that the organization does not facilitate either supports are the causes that result to recognition
usage as a tool for motivation.
In UAE, Al Jenaibi (2010) investigated the influence of motivation on employee performance
and some of the struggles encountered by workers. The case study comprised of government
institution and different private firms. The findings of the study revealed that feeling of
proficiency, being recognized, and value place on employees influences their motivation,
performance and job satisfaction. Therefore, motivation was generally associated with,
achievement, improved efficiency and improved individual employee performance. Motivation
in work place makes the employees enjoy doing his/her tasks and doing them well whether the
effort will be rewarded or not. On the other hand, suitable working environment increases the
level of job satisfaction
In Pakistan, Hussain, Khaliq, Nisar, Kamboh and Ali (2019) study was on employee recognition,
the rewards and its impact on job stress and job performance. The findings revealed that
employee recognition and rewards positively and significantly impacted on employee
performance. On recognition, the researchers noted that public recognition had a bigger impact
on employee morale and boosted the sense of self-worth and value that they add to the
organization which made the employees work harder. At the same time, job stresses led to poor
morale and motivation and resulted in poor performance. The study concludes by noting that
22
recognition had a higher impact on employee performance than rewards, as the former showed
that an employee is valued and plays a significant role in the overall performance of the
organization.
Asaari, et al. (2019) noted that recognizing employees is a crucial ingredient of engaging
employees in the workplace. In agreement with their statement, Sitati (2017) views recognition
as a reward system that has been overlooked by many organizations, yet recognition identifies
outstanding performance and increases motivation. Recognition positively improves individual
employee behavior when frequently used in any organization formally or socially, thus
motivating employees and influencing their performance better. Social recognition for example
appreciating genuinely for a job well done, compliment, approval, consideration and
acknowledging employees formally had a great influence on organizational performance of
diverse operations. When recognizing workers and in extent all humans it generally motivates
them to do even better in tasks assigned.
According to Pintão, Chaves and Branco (2018) in the investigation on employee recognition
and sustaining operations revealing that recognition for success achieves whether a simple
compliment or a prize won is a very useful tool for motivation. Further findings showed that a
genuine simple complimentary remark can sometimes motivate employees to perform better than
monetary rewards. Organizational performance is hinged on individual performance and hence
managers should employ whatever is in their disposal to encourage each employee to increase
individual performance. Recognition systems have big advantage for they are not expensive for
instance praising an employee costs nothing making recognition programs very popular.
In Kenya, Wanjihia (2016) conduct a study in Kenya Bankers Sacco Society to evaluate
influence of motivation and performance. The results revealed that motivation influences
employee at KBSS and that there was significant relationship between motivation and
performance. Reward, recognition and being promoted positively motivated employee to
enhance their performance. In Sri Lanka, Edirisooriya (2014) examined the impact of extrinsic
rewards and intrinsic rewards on employee performance in an Electric company. Primary data
was collected using a self-designed questionnaire. Inferential and descriptive statistics to analyze
23
data collected from 100 employees of that company. According to the results obtained, both
extrinsic and intrinsic reward had a positive influence on employee performance.
2.3.3 Prize Giving and Incentives
To improve the employee performance, Bruni, Pelligra, Reggiani and Rizzolli (2019) talk of
prizes and incentives that motivate the workers to produce more and work more efficiently. The
researchers noted that regularly and fairly giving of prices and incentives can boost the morale of
the employees and lead to significant work output productivity. Some of the incentives and
prices will not cost the organization much, and the researchers looked at elements like simply
saying ‘Thank You’ for doing a great job, giving the prestigious office to top performing
employee, giving them an extra vacation day and offering flexible working hours are some of the
incentives that organizations can give its employees. Furthermore, Che, Iossa and Rey (2017)
reveal that some other incentives could include praising employees, giving them a certificate of
achievement, public announcement of achievements and accomplishment during general
company meetings; would motivate employees and increase production.
Bertrand, Burgess, Chawla and Xu (2020) on glittering prices revealed that in most civil service
jobs, entry positions are normally for junior posts, promotions are few and limited, the jobs are
for life until retirement occurs at a state age. These bureaucracies offer little in terms of
employee motivation and negatively impacts performance and production. The study based in
India revealed that civil servant officers who cannot reach the senior-most positions before they
retire are perceived to be less effective and are more likely to be suspended. The
recommendations made are to shift that bureaucratic tendency, adding prices and other
incentives can boost morale and performance. In the private organizations, the price could be
profit sharing, stock options and earning divided at the end of each financial year that can boost
the morale of the employees.
In the study on the Texas public schools, Springer and Taylor (2016) reveal that having a wall of
fame for the best performing students and teachers has led to public schools improving their
performance. The teacher of the year price also pushes the teachers to work hard and gain the
24
title. All in all, price and incentive giving can only motivate and improve performance, if well-
structured and designed, implemented in a fair manner and openness and transparency in who
wins and equivalent value of the price. If not handled well, the prices and incentives can be a
source of demotivation for an organizational performance.
2.4 Effect of Training on Employee Performance
Training is a very significant function in human resource management in organizations across
the world. It is aimed at improving employees’ skills, effectiveness, knowledge, and capability of
executing their jobs in order to improve organizations’ competitive advantage (Shu-Rung and
Chun-Chieh, 2017). Based on the desired outcome, managers design different training programs
to enhance job familiarity, prepare their employee to attend to different aspects of their job, and
ultimately boost their commitment (Lakra, 2016). While investing in training, organizations have
short, medium, and long term objectives of augmenting the adaptability of their employees to
changes in operating environment and uncertainty (Khan and Baloch, 2017).
Employee training is important in improving the organizational performance through equipping
the employees with sufficient skills and knowledge that enhances their efficiencies, effectiveness
and productivity. This in turn will lead the firm to get into positions of competitiveness and
remain at the top of the industry or sector (Huang and Jao, 2016). As such, it shows a clear
distinction between organizations that offer training to its employees and those that do not do it;
and it is shown in their performance, productivity and competitiveness. Khan and Baloch (2017)
noted that there is clear and obvious link that training and development measures has on
employee performance and ultimately the overall organizational performance. In agreement with
these sentiments, Lakra (2016) note that employee competencies are able to change through
effective training programs. In addition, their knowledge, skills and attitudes when handling
different work assignments lead to superior organizational performance.
Effective training programs should adopt designs that factor in various interests and contexts,
including; organization goals, employee needs, skill gaps in the market, and operational
environment. This implies that to achieve higher organizational benefits from training, it should
25
adopt a robust, multifaceted design. Halawi and Haydar (2018) proposed that responsive training
programs should address elements such as; orientation and on-boarding of entry-level employee,
product training, technical and soft skills training (communication, leadership, emotional
intelligence). Training should also target all cadre of employees from Chief Executive Officer
(CEO) to cleaners, drivers, and messengers. This approach will ensure that not only does the
training program boost individuals' Productivity, but holistically transits everyone in the
organization towards the overall strategic goal (Huang and Jao, 2016).
Kemoh (2016) investigated the effects of training as an element of motivation in Unicef Somalia
Support Center, Nairobi. The survey employed a descriptive research design where
questionnaires were sent out to management and employee and data analyzed quantitatively. The
findings show that training in the organization aimed at enhancing competence through building
on job skills as well as improving employee attitudes towards their work. The study also noted
that through augmenting the sense of job security and competence, employees were more
adaptable to changes, which increased their job productivity.
2.4.1 On-the-Job Training
Employers can make a decision that the employees will receive their trainings in real-life
situation, at the working site and not in any other simulated environment such type of training
model is called on-the-job training or at times referred to as workplace training (Nguyen,
Nguyen, Tran, Le, Le and Vu, 2020). It is the same environment that the employees are expected
to practice the knowledge and skills that they get during the training sessions. This type of
training, also known as job instruction training, is the most commonly used method. Under this
method, the individual is placed on a regular job and taught the skills necessary to perform that
job. The trainee learns under the supervision and guidance of a qualified worker or instructor.
On-the-job training has the advantage of giving firsthand knowledge and experience under actual
working conditions. While the trainee learns how to perform a job, s/he is also a regular worker
rendering the services for which the person gets paid which motivates them further to keep
learning, increase their competencies and get confirmed or rise-up in the organizational ranks.
26
Fejoh and Faniran (2016) investigation was in-service training and employee development and
its impact on job performance of workers. The study looked at public secondary schools in Osun
State in Nigeria and collected data using questionnaires and after analysis; results showed that in-
service training led to optimal job productivity of the workers. This then calls for the schools to
design the in-service training programs for its employee as a way of improving each individual
employee production. The in-service training program has helped in boosting the morale of the
employees, enhance knowledge and skills of employees, enhance productivity and overall
organizational performance. At the same time, the schools should conduct frequent trainings with
a wide range of topics to help the workers cope with changes in the technological environment
and demands of the market and industry.
Sekerin, Gaisina, Shutov, Abdrakhmanov and Valitova (2018) stated that, acquisition, improving
on knowledge, skills and attitude in relation to work is the sole purpose under which employee
training is done as an important short-term and long term motivation for the benefit of individual
employee and the organization. Training employees increases their confidence thus boosting
their morale; trained employees make the most economical use of organizational resources and
eliminates/ reduces wastages thus lowering the cost of production and training brings sense of
job security thus absenteeism and employee turnover are low.
Nguyen, et al. (2020) in their study on on-the-job training benefits to the workers, revealed that
some of the gains included increased satisfaction with the assignments and tasks, high morale
and motivation and reduced turnover rates. The findings further suggest that on-the-job training
is important and plays a big role in giving younger employees experience and hands-on feel of
the job role they are to undertake. Other benefits mentioned included increased efficiencies, ease
in adoption new technologies and enhanced cases of innovativeness and inventions that all
amount to improved worker performance. In addition, Vasanthi and Basariya (2019) noted that
some of the common ways for an organization to implement on-the-job training to enjoy its
benefits; this include job rotation, coaching, job instruction, committee assignments and step-by-
step training. Others are through internship and apprenticeship programs where a junior and new
employee can learn from more experienced employee in the organization.
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2.4.2 Off-the-Job Training
This is a way in which training is conducted in a location set aside for the training but it is not
the normal working area for an individual. The training site can be near or far away from the
work like a specific training center or resort, which is designed to encourage continuous trainings
at individual or groups without distractions and encourages full attention and devotion to the
leaning content and material (Porter, Posthuma, Maertz Jr, Joplin, Rigby, Gordon and Graves
2019). Some of the common ways to undertake off-the-job training include doing classroom
learning, lectures, case studies, simulation and role playing. Pastore and Pompili (2020) assessed
and compared the off-the-job and on-the-job training and the findings reveals that in the case of
off-the-job training technique, it might not be easy to transfer much of the training content and
information to the actual work site or job as compared to on-the-job training program. In most of
the programs a lot of learners can take the course at the same time, which is beneficial when it
comes to large corporations with many employees who need to be trained. It is also cost-efficient
especially with introduction of e-learning through training materials and content sent on e-mails
for the trainees to do it themselves or having workshops or lectures. Malpani (2019) noted that
some of the advantages of off-the-job training include the fact that in some scenarios, the training
sessions are conducted by experienced trainers, it is well planned, organized and coordinated and
allow the employees to be at the same level in learning. Some of the challenges experienced
while using off-the-job training technique is such that it is not direct to the context of the job and
it may have general material meaning that some trainees may feel left out. Many of the trainees
may not be fully motivated and engaged since the trainings lack a hands-on and close touch, and
it is too formal and artificial in nature.
2.4.3 Orientation Training of New Employee
Orientation training is also called induction and it is the process adopted by organizations to
introduce new employees to their new tasks, assignments, responsibilities, work team or co-
workers and the workplace. The whole idea behind orientation training is to allow the new
employee learn about the culture, functional units, processes and protocols that are kept at the
new workplace. It is also an effective way of helping people feel more comfortable within their
28
new roles, teams and departments, while also making them aware of company expectations and
policies (Strauss, Ovnat, Gonen, Lev-Ari and Mizrahi, 2016). The orientation training covers the
key information about the workplace like start and end-times of a work day, sometimes noted as
working hours per week, work breaks for things like meals, days off, sick days and procedures
for handling that; overtime documentation and calculations and annual leaves, holiday
scheduling and vacationing policies. Such information, as shared Boyd and Smith (2016) help
the new employee understand how the organization operates and ease their induction process.
Early (2017) covered the contextual comprehension for orienting new employee in the study that
was based on Canadian Cardiovascular Intensive Care Unit (CVICU) healthcare employee
noting that comprehensive orientation is integral to healthcare provider satisfaction and patient
outcomes. This is especially true for nurses working in the intensive care unit, and if they do not
get all the information it might lead to loss of patient’s life and worsening of healthcare of many
patients. The findings also show that developing a curriculum to employ anytime new employees
are recruited and ensure that the induction process is smooth and comprehensive so as to have
seamless functioning and improve production. For the new nurses, the curriculum content looks
at clinical knowledge, skills, safety, professionalism, communication and trans-disciplinary
collaboration.
The orientation training, as noted by Pasila, Elo and Kääriäinen (2017) lays the foundation for
the entire work life of a new employee in a department or organization. The perception of their
roles and assignments, tasks and responsibilities and view of the organizational culture determine
how well they will perform based on information that they are given. The training content can
help them in career growth and advancement while allowing the new employees to quickly adapt
to the new job role and start contributing to the organizational goals and objectives. Orientation
training and its course work equally impact the retention rates at an organization (Ali and Nada,
2018).
29
2.4.2 Training Content, Course and Period
The training content covers all information that is presented to learners in an effort to increasing
their knowledge and skills and it can be presented in text, visual pictures, audios and videos or
through interactive elements. The contents of the training material can be based on analysis to
discover what the learners’ needs are. According Newman, Paun and Fogg (2018) in the study on
employee training interventions, the findings mention that whenever the institution noted that
nurses performance was declining or more patients were complaining on service quality; then the
hospital management conducted an assessment on what needs to be included in the next training
manual and which schedule to use. The intervention content is tailor-made based on needs
analysis report and demands by the employees.
The training format and method employed is based on learners’ needs and content, Azarenko,
Mikheenko, Chepikova and Кazakov (2018) advocates for use of digital applications to pass the
information in soft copies that can re-looked at by the learners at a future date. Digital training
technique is ideal for technical information and sensitive information like for nurses handling
critical care patients or engineers as this allows the learning employees to access the information
and refer back to it. Similarly, when the trainees are youthful and tech-savvy then using digital
training means would be more ideal as it appeals to their format and technique of learning. Rose
and Gallivan (2019) investigation on employee training noted that the length of the training
period depends majorly on training content and training objectives. The training can be a few
hours, a one-day event, weeks or even months long training and it can combine several training
techniques where there is a mixture of face-to-face and digital trainings. The ultimate goal of
training is to equip the employees with sufficient information that they can convert into practice
use and improve their productivity and performance.
2.5 Effect of Promotion Opportunities on Employee Performance
Promotion in human resources is raising employees’ job position/grade, which comes with
increased responsibility, status, and pay (Frenkel and Bednall, 2016). In another way, Sarboini
(2016) also defines promotion as progression of an employee to upper position with more
30
accountabilities, high status and better salary. In promotion employee moves upward the
organizational hierarchy which in turn increases his/her authority, responsibilities, command and
improved working conditions. Promotions are meant for rewarding employees for better
performance and to encourage them to increase their effort. Employees have a dominant urge to
grow in their careers, which will help then exploit their talents and skills and have more control
over what they intend to do.
Promotion is an important aspect of employee motivation and has been widely associated with
improved productivity and subsequent higher revenues (Ireri, 2015). Promotion is guided by
seniority level or better performance, competence and merit. Seniority based promotion is
determined by the duration of time the working has been serving in the organization in a
particular job grade. The organizational HRM policy gives guidelines on how one is considered
for this type of promotion. For instance, the policy might stipulate that an employee should not
remain in the same job grade for more than five years. On the other hand, merit-based promotion
is simply pegged on performance, qualification, experience, and skills. Responsive and effective
personnel management policy should integrate the two types of promotion in order to realize
better opportunities to motivate employees. Bolanle and Oluwayemi (2020) argues that if
promotional channels used to represent postponed compensation, lower cadre employees would
work harder to get a promotion which will impact on Productivity.
According to Ireri (2015) all workers including mostly juniors, are promoted upon proving
themselves when promotion ladders are used as deferred compensation. Ireri (2016) in the study
on how motivation influences productivity among journalists, found out that promotion is a key
factor that stimulated the journalists' motivation impacted positively on their performance. The
study concluded that motivation factors among the respondents were promotion, monetary gain,
and recognition. However, Hult, Pietilä and Saaranen (2020) said the perception of individual
employees is dependent on equity in an organization where the promotion process is fair, thus
enhances motivation and improves performance. In some cases, especially in a competitive work
environment, the opportunity to be promoted motivates employees more than salary increments
because of the prestige that comes with holding higher positions stimulating employees to
perform better.
31
Promotion is a long-term motivation incentive that works effectively for employees in stable jobs
and not a concern of those who are always looking for greener pastures. Njenga (2017) in
concluding his study, said that the performance of employees in the Kenyan public middle-level
technical training institutions was influenced positively by promotion. The study recommends
that promotion should be based on academic merit and responsibilities and be done regularly to
enable the employees to move from one job group to the next. The Kenya public service code of
regulations mandate the supervisors to appraise employees' performance regularly and
recommend promotions based on merits. At the same time, promotion comes with added
responsibility and indicates that the employee is accountable and has the ability to take bigger
roles in the organization. Getting a higher position is not only considered as a benefit but also
requires the employee more responsibility to his/her organization. Promotion, when given by the
employer to employee, shows excellence in part of the employee, and it should be given to
deserving, hardworking employees who can perform tasks and relate with others cordially,
(Sarboini, 2016).
Hamstra, Van Vianen and Koen (2019) stated that good performance led to promotion which in
turn inspired workers. The researcher further added that promotion assigned employees tasks that
matched their abilities and moved the talented ones up the organization hierarchy. Promotion
inspires workers to increase their productivity, advance their acquaintance and skills which
contributes to the overall organization performance. Therefore, promotion is an incentive with
benefit to the individual employee and the organization.
2.5.1 Career Growth
Anytime an individual enters the job market, they always dream of growth and development in
their career life. Flippin (2017) defines it as a progression or upward move from one career level
to another until one reaches the top of the career ladder or highest peak in the industry. There is a
huge difference between employees who progress in their career growth as they attain the goals
they set and those who have stagnated, seen in their attitudes towards work assignments, morale
to work with others and general productiveness. The more employees realize that their career
growth dreams are unlikely to be achieved, the higher the chances of their performance in terms
32
of production, efficiency and effectiveness declines. Under motivational theory, the more
personal career growth is attained by an individual, the higher the motivation and boost of
morale to work harder to achieve even more growth. Spagnoli (2020) noted that it is the
responsibility of the human resource managers to inform the employees on the growth path and
the responsibilities and expectations of each role; this enables the employees to create realistic
career growth goals. The information also works such as the employees prepare for the higher
job roles by undertaking relevant course units and seeking knowledge on what will be expected
of them in future.
The human resources, should be able to work with each new employee and determine what
would the ideal career path for them and help the new employees in planning for their career life.
So when it comes to, promotion systems should link individual employee to career path that is
aligned to systematic plan of the organization to ensure maximum effectiveness. Career planning
encompasses the identification of employees and projecting their profession path in the
organization. Attitude, skills and aptitude are required when employees are charting their level of
career path. This ensures that the individual is competent before advancing to the next level of
career growth and development. This is done through career development, (Gottlieb and Travis,
2018). The connection between career planning, career growth and promotion ensure the
promotion system are more effective
Dialoke and Nkechi (2017) when examining on career growth and employee performance; the
findings were such that career growth includes career advancement and development and
planning and showing the career path. When looking at the non-academic employee of Michael
Okpara University of Agriculture, the interviews and information collected showed that career
growth and development led to the employee performing well in their duties. Further findings
revealed that career advancement made the employee motivated to handle their tasks, hence
calling the university management to help in self-development, career planning, structured
learning, advancement options, giving incentives and financing career development programs, so
as to improve workers’ productivity and overall performance.
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2.5.2 Fairness in Promotions
Internal mobility of employees in an organization is mostly caused by promotion. This is because
it is very rare for an individual employee to retire in the same position that he/she joined the
organization at. Aminuddin and Yaacob (2011 view promotion; as fundamental part in an
individual’s employee career growth. Promotion is progression in the organization that
comprises adjustment from one job/position to a higher one that is superior in terms of rank and
responsibility. Generally, the change to superior position is accompanied by increase in
monetary, compensations and privileges. Whiteside and Barclay (2016) noted that around 75%
are filled by promotions from within the organization and the managers typically favor internal
promotions as opposed to new candidates from the external environment. The managers favor
internal candidates for senior positions because they have better information and understand the
employee’s abilities, capabilities, motivation and attitudes towards handling tasks and other co-
workers. At the same time, they have a track record of their previous achievements and
productivity.
Long (2016) when examining fairness in promotion from a managerial context, shares the results
after examining and interviewing managers revealing that most managers focus their efforts of
fair promotions and how to fairly allocate responsibilities and rewards by applying the laid-down
policies set by the organization on promoting procedural fairness. Further findings show that
managers desire to motivate subordinates but it is based on their ability to exert their control and
authority and in such they might violate the fairness standards. This can be done by unequal
distribution of the awards and responsibilities or some groups do not get instructions and
information, thus impacting on the promotional informational fairness. The study concludes that
anytime, managers abuse the fairness standards in promotions, it ends up causing mistrust,
disunity, conflicts and acts a demotivating factor, which results in poor working relations and
poor performance.
Russen, Dawson and Madera (2020) examined the perspective of hotel managers’ promotional
process and basing it on gender, organizational justice and perceive gender discrimination
against women/anti-male bias. The study findings show that in the hospitality industry, gender
34
biasness in promotional matters was highest, with female employees getting fewer promotional
opportunities for fear of reverse discrimination. Findings also reveal that an organization will be
perceived to be fair if it offer promotional opportunities to women, create a strong culture and
high financial performance. Whenever the promotions are perceived to be biased or based on
other factors other than performance, problems will always arise in the administration and
management of the organization.
Planning and implementing promotion judiciously increases employees’ morale, improves
organizational efficiency and loyal employee are accorded an opportunity (Ireri, 2015). When
there is evidence potential competency, promotion can be a reward for the past performance.
Management and employee should be aware of promotion implementation procedures which
should be clear. They further states that, job satisfaction have a substantial role in any
organization. Managers should therefore take solid steps in cultivating the level of employee job
satisfaction.
2.5.3 Career Counseling
The human resource department of any organization is tasked with counseling and guiding its
employee on how and what their career life looks like (Savickas, 2019). The HRM designs a
session where they sit down with each employee and help in choosing, changing and/or leaving a
career while offering available options to the employees who are in different stages of life and
phase of their career. The options and information shared to the younger employees like between
the ages of 25-35 years is different to that given to older and more experienced employee’s.
Stipanovic, Stringfield and Witherell (2017) advocated for career counseling to much younger
generation -who are mostly in their teens, which will offer them valuable information that guide
them on their career path. At that young age when they receive the information they are able to
link their interests and talents to different careers and develop a path in which field to venture
into and how to advance themselves.
Duarte (2017) when looking at the research on career counseling and the disparities in practice;
compares what employee know versus what they need to know about career life, different stages
35
in the career path, available options and changes that they can take to step ahead. The study
findings showed that career counselors’ effectiveness relies on them focusing on cultural aspects,
socio-economic factors and individual value and perception on work. Simply put, they must
answer ‘what role does career play in this person and how they value their career’; the answers
will be obtained from the individual life themes and contexts and personal view on work-life.
2.6 Chapter Summary
The literature reviewed has highlighted many factors that motivate and influence employee
performance. Bowen (2010) highlighted facts like employees feeling motivated, recognized,
inspired, appreciated, satisfied, and well-remunerated as a major determinant in employee
motivation and performance. Armstrong (2010) illustrated low morale as a sign of a poorly
motivated employee, which leads to low productivity. He added that demotivated employees feel
disgruntled and exhibit signs like lateness, not taking pride in their work, absenteeism, wastage
of an organization's resources, lack of coordination, and diminished teamwork spirit. Such
warning signs should be addressed immediately by the management to avert the internal crisis at
the workplace,
The chapter has reviewed the literature on motivation and performance in respect to research
variables, i.e., the effect of remuneration on employee performance, the effect of reward and
recognition on employee performance, training influence on employee performance the effect of
growth and promotional opportunities on employee performance and the relationship between
employee motivation and performance. In the next chapter, the researcher introduced research
methodology that was used to conduct the study.
36
CHAPTER THREE
3.0 RESEARCH METHODOLOGY
3.1 Introduction
This chapter describes the methods and procedures the researcher followed in undertaking field
research. It details the research design, target population, sample sampling techniques, data
collection procedures, and ethical standards. The chapter also describes data management,
analysis, presentation, and report writing.
3.2 Research Design
This study adopted a correlational study design where mixed qualitative and quantitative
methods will be employed. The use of correlational research design ensured that the research can
use cross-sectional data to adequately explain, describe, validate, and infer the study
phenomenon (Leavy, 2017). The design was ideal in this study as it was able to measure the
relationship between the two variables and show the changes in one variable and its effect on the
other variable. As such, the correlational research design helped the research in establishing the
link and impact of motivation and employee performance.
3.3 Population and sampling design
3.3.1 Population
The population of this study comprised all elements bearing observable characteristics that were
of interest to the researcher (Saunders, 2009). This included all employees of 252 employees at
the Pan African Climate Justice Alliance Nairobi office, which is located at Jamhuri Crescent
houses on Kabarnet Road, off Ngong road. The population was spread across functional units as
shown in Table 3.1:
37
Table 3.1: Target Population
Category Target Population Percentage
Management 12 6.6%
Administrative employee 9 11.8%
Project employee 12 15.8%
Feld team 46 25.5%
National Chapters employee 168 35%
Subordinate employee 5 5.3%
Total 252 100%
Source: Researcher (2021)
3.3.2 Sampling Design
Sampling describes the process adopted by a scholar in the selection of sufficient number of
elements from the population so as to understand the characteristics of the entire population n of
interest. Cooper (2001) defined sampling as that processes followed by a researcher in selecting
appropriate number of individuals for a study in a way that the selected elements form a true
representation of the larger group that they have been selected from. A key consideration when
selecting a sample size is normally the degree to which the selected sample bears similar
characteristics as the population.
3.3.2.1 Sampling Frame
In order to select appropriate number of respondents to provide information needed in the study,
a researcher had to do sampling. A sample frame included all the 252 employees at the Pan
African Climate Justice Alliance Nairobi office, which is located at Jamhuri Crescent houses on
Kabarnet Road, off Ngong road. The researcher settled for sampling so as to ensure that data
redundancy is eliminated. Cooper (2001) argued that the major criterion used when deciding on
the sample size is largely influenced by the extent to which the sample size represents the
population.
3.3.2.2 Sampling Technique
Sampling technique describes the process adhered to by a researcher in dividing the population
into smaller grouping to ensure representativeness of the data collected. This results into strata
38
based on shared attributes among the population elements. For this study, strategic business unit
functions were adopted including: Management, Administration, Project management, field
team, national chapter employees and subordinates. A stratified random sampling technique was
then adopted to select respondents from each of the stratum. This technique was adopted because
of its ability to give every member of the population equal chance of taking part in the study.
3.3.2.3 Sample Size
Sample size is a subset of the population which has been selected by a researcher to represent the
entire population. For this study, the researcher applied Kothari (2004) formula to get the final
sample size for the study. A sample size population of 152 respondents was obtained by
calculating the target population of 252 at 95% confidence rate and an error rate of 0.05. The
Kothari (2004) formula is as follows:
Where; n = Size of the sample,
N = Size of the population and given as 252,
℮ = Acceptable error and given as 0.05,
σρ = the standard deviation of the population and given as 0.5 where not known,
Z = Standard deviation at a confidence level given as 1.96 at 95% confidence level
n = 1.962*252*0.52
(252-1)0.052+1.962*0.52
242.0208
1.5879
n=152 respondents
The study used a sample of 152 respondents from the target population and they were
distributed as per their roles at the organization. This is shown in Table 3.2
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Table 3.2: Sample Size
Category Target Population Percentage Sample Size
Management 12 6.6% 9
Administrative employee 9 11.8% 5
Project employee 12 15.8% 7
Feld team 46 25.5% 21
National Chapters employee 168 35% 107
Subordinate employee 5 5.3% 3
Total 252 100% 152
Source: Researcher (2021)
3.4 Data Collection Methods
The survey utilized data from secondary and primary sources. Secondary sources of data
included historical trends, journals, and publications showing the effects and relationships
between motivation and employee performance in a similar type of organization. Primary
sources of data was collected from the employee and management of PACJA using structured
questionnaires containing open and closed-ended questions
3.5 Data Collection Procedures
Questionnaires containing open and closed-ended questions. Closed-ended questions were used
to capture numerical data, while open-ended questions were used to seek respondents' opinions,
attitudes, and narratives regarding motivation and employee performance. The questionnaire was
arranged into sections representing each study variable which having an equal number of
questions and demographic information. Closed ended questions measured using 5 points Likert
scale (where 1=very small extent; 5= very large extent) were used to measure participants'
strength of opinion on statements relating to variables in this survey. The questionnaire was
designed to take 20 minutes and was administered by the researcher. In order to ensure that
questions included in the questionnaire were accurate, the study carried out a pilot to ensure no
weaknesses existed in the instrument.
Validity of the survey instrument focused on ascertaining whether the instrument design and
questions are posed in such a way that they apprehend what is intended. Construct validity was
checked to ensure that the data collected was relevant and responsive to the objectives of the
40
study. The researcher did this by comparing the variable and construct with the statements in the
questionnaire.
Reliability is the ability of the instrument giving the same results all the time (Creswell, 2014)
and this will be done using test re-test method. The pilot test respondents filled the instrument
and they were collected and analyzed and then the same group was given the same instrument.
The findings of the two was compared using the Pearson’s co-efficient and findings should show
similar responses as an indication the instrument is reliable. Internal consistency of the
instrument was done using the Cronbach’s Alpha index so as to measure similarity of the
research instrument. Alpha index of 0.7 and above was the threshold to indicate reliability of the
instrument. The researcher administered 7 questionnaires to respondents who were employees of
PACJA and working in the different positions in the firm. The seven (7) were representative of
5% of the target population, which Mohajan (2017) deems sufficient for pilot testing the
instrument and further states that 1-10% of the target population is sufficient to test the
instrument for validity and reliability. All these questionnaires were dully filled and returned.
They were cleaned by editing before being coded into SPSS tool. The values of Cronbach Alpha
coefficients on each of the objective were generated and summarized as indicated in Table 3.2
below. From the results, all the variables have Cronbach Alpha coefficient values above 0.7; this
could be an indication that the scale used in formulating the questionnaire was reliable.
Table 3.3: Reliability Results
Cronbach's Alpha No. of Items
Remuneration in PAJCA .977 9
Rewards at PAJCA .981 8
Employee Training at PAJCA .769 5
Promotional Opportunities at PAJCA .967 7
Employee Performance at PAJCA .972 6
The researcher sought an introduction letter from the university as well as a research permit
authorization from the National Commission for Science, Technology and Innovation
(NACOSTI). The letters were presented to the management of the organization to request for
permission to undertake research in the organization. Once the request had been granted, the
researcher went to each respondent and gave them the questionnaire to fill and then the
41
instruments were collected for analysis. For those respondents who were busy, the researcher
agreed with them on what dates and times to come back and they could fill the questionnaire.
The researcher also e-mailed the questionnaires to some of the respondents in line health
protocols on Covid-19 prevention of social distancing and minimizing contact. Once all the
respondents had been reached and they had filled the instrument, then coding and data analysis
commenced.
3.6 Data Analysis Methods
The researcher checked all the filled questionnaires and keys the data in the Statistical Package
for Social Sciences (SPSS) for processing and analysis. Data was cleaned for outliers and
inconsistent entries before analysis. The analysis was done using both descriptive and inferential
analysis. Descriptive analysis was done using mean and standard deviation. The inferential
analysis was used to derive relationships between variables. Inferential methods included
Pearson's product moments correlation and regression analysis to establish relations between
motivation and employee performance. Multiple regressions was used to estimate the power of
the following general model.
Model Formulation Estimation will be determined by the formula
𝑌 = 𝑎 + 𝐵0 + 𝐵1𝑋1 + 𝐵2𝑋2 + 𝐵3𝑋3 + 𝐵4𝑋4 + ɛ
Where;
Y= Employee Performance
a = the constant for the study
B =Coefficients of regression,
X1 = Remuneration
X2 = Rewards
X3= Training
X4= Promotional opportunities
ɛ= Error term
42
The analyzed data was presented using figures, tables, charts, and graphs and discussed against
related literature to produce the project report.
3.7 Chapter Summary
The chapter detailed the procedures and steps the research followed in undertaking this study. It
begins by explanation and justification of the research design (correlational), which helped the
researcher establish the linkage between employee motivation and performance. The target
population is defined in the next section where all the employee and management were given a
chance to participate in the study i.e., census. Data collection procedures are detailed, including
study instruments, data sources, validity, and reliability, as well as the mode of data collection.
The chapter concludes by outlining the data management, analysis methods, and presentation.
The next chapter is on results and finding as collected from the field
43
CHAPTER FOUR
4.0 RESULTS AND FINDINGS
4.1 Introduction
This chapter is set out to detail an analysis of the data that was gathered from the field as
supported by the questionnaire. The specific contents of the chapter include the response rate, the
general information, the descriptive statistics covering means and standard on the Likert based
questions, the diagnostic tests as well as the findings of inferential statistics covering correlation
and regression results.
4.2 General Information
The study sought to establish the general information of the respondents in respect to their
gender, age and highest levels of education. These information was important as it enabled the
respondents to asses’ suitability of the respondents in responding to the research questions raised
on the questionnaire. The results were established and summarized as indicated in the subsequent
sections.
4.2.1 Response Rate
From 152 questionnaires that were administered to the respondents, 115 of them were dully
filled and returned. This represented a response rate of 75.7%, as indicated in Figure 4.1. The
response rate was adequate and consistent with the stipulation of Mugenda and Mugenda (2003)
who noted that a response rate of above 70% is good for analysis and presentation of the
findings.
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Figure 4. 1: Response Rate
4.2.2 Gender Distribution of Respondents
The study sought to establish the distribution of the respondents based on their gender with the
results as indicated in Table 4.1. From the results, while 54.8% of the respondents were female,
45.2% of the remaining ones were of female gender. Thus, the issues of gender equality and
equity were well taken care of in this study, as enshrined in the 2010 Constitution of Kenya. This
further implies that representative findings were sought from the respondents as it regarded
motivation.
Table 4. 1: Gender Distribution of Respondents
Frequency Percent
Male 52 45.2
Female 63 54.8
Total 115 100.0
4.2.3 Age of the Respondents
Respondents were asked to indicate their age categories with the results as indicated in Table 4.2.
From the findings, 68.7% of the respondents were 41-50 years, 29.6% were 31-40 years with a
Response,
76%
Non
Response,
24%
45
tie at 0.9% between those who were 20-30 and those with over 60 years respectively. This means
that there was diversity in age of the respondents, which further implies that the results sought
from these respondents on employee motivation were versatile.
Table 4.2: Age of the Respondents
Frequency Percent
20-30 year 1 .9
31-40 years 34 29.6
41-50 years 79 68.7
Above 60 1 .9
Total 115 100.0
4.2.4 Level of Education
The study sought to find out the level of education of the respondents with the findings as
summarized in Figure 4.2. As per the results in Figure 4.2, the study noted that 37.4% of the
respondents had degrees as their highest level of education, 35.7 had diplomas, 12.2% had
certificates, 9.6% had masters, and 4.3% had secondary while 0.9% had primary education. The
implication drawn from this finding is that respondents who took part in the study were learnt,
and perhaps could read and interpret the research questions presented to them on employee
motivation as detailed in the subsequent sections.
Figure 4.2: Level of Education
46
4.3 Effects of Remuneration on Employee Performance
From Table 4.3, the average score (M=3.75, SD=1.048) implies that respondents believed that
remuneration was practiced to a large extent in their organization. More specifically, respondents
said that good salary was the main motivation for them to a large extent (M=3.93, SD=.933),
they were satisfied with the salary that they got from the organization to a large extent (M=3.85,
SD=.638), high performing employees in each unit got bonus pay to a large extent (M=3.85,
SD=1.251) and that they were satisfied with welfare support such as medical insurance offered
by their employer to a large extent (M=3.84, SD=1.361). Respondents of the study further shared
that they felt that the salary that they got was better compared to a similar position in other
similar organizations in the industry to a large extent (M=3.71. SD=1.282), they didn’t have a
problem with their leave arrangements to a large extent (M=3.71, SD=.697) and that their
retirement/pension scheme they contributed motivated them to stay in the firm top a large extent
(M=3.70, SD=1.162). There was a tie (M=3.56, SD=1.052) between the respondents who
expressed that the remuneration package in this organization was adequate in relation to the
economic conditions and those who said that they were satisfied with the rate and frequency of
salary increment respectively.
Table 4.3: Remuneration and Employee Performance
Statement Mean Std. Dev
I am satisfied with the salary that I get from the organization 3.85 .638
Good salary is the main motivation for me 3.93 .933
I feel that the salary that I get is better compared to a similar position in
other similar organizations in the industry 3.71 1.282
The remuneration package in this organization offers is adequate in
relation to the economic conditions 3.56 1.052
I am satisfied with welfare support such as medical insurance offered
by my employer 3.84 1.361
I am satisfied with the rate and frequency of salary increment 3.56 1.052
I don’t have a problem with my leave arrangements 3.71 .697
The retirement/pension scheme I contribute motivates me to stay in the
firm 3.70 1.162
High performing employees in each unit gets bonus pay 3.85 1.251
Average 3.75 1.048
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4.4 Effect of Rewards on Employee Performance
The results of descriptive statistics on rewards and employee performance were determined and
summarized as shown in Table 4.4. On overall, (M=3.67 and SD=1.097) rewards were seen to
have been implemented in the studied organizations to a large extent. The participants indicated
that recognition and reward incentives in their organization were adequate to a large extent
(M=3.85, SD=.638) and that employees in the organization valued recognition and reward to a
large extent (M=3.85, SD=1.251). There was a tie (M=3.70, SD=1.284) between those
respondents who shared that their organization embraced a culture of recognition for exemplary
performance, the firm gave incentives for employee innovativeness and there were annual prices
for the best performing employee respectively. Respondents further tied (M=3.56, SD=1.052) on
the statements that reward and recognition system was fair and transparent and that recognition
and reward in the organization made workplace more fun to a large extent respectively. On the
other hand, the statement on whether respondents were frequently recognized by their supervisor
had a moderate extent (M=3.42 and SD=1.051).
Table 4.4: Rewards and Employee Performance
Statement Mean Std. Dev
Our reward and recognition system is fair and transparent 3.56 1.052
The organization embraces a culture of recognition for exemplary
performance 3.70 1.284
The recognition and reward incentives in this organization are adequate 3.85 .638
Recognition and reward in this organization makes workplace more
fun. 3.56 1.052
Employees in this organization value recognition and reward 3.85 1.251
I am frequently recognized by my supervisor 3.42 1.051
The firm gives incentives for employee innovativeness 3.70 1.284
There are annual prices for the best performing employee 3.70 1.162
Average 3.67 1.097
48
4.5 Effect of Employee Training on Employee Performance
The results of descriptive statistics on employee training were determined and summarized as
shown in Table 4.5. The overall results (M=3.90, SD=1.106) imply that employee training had
been embraced to a large extent in the studied organizations. From the results, respondents noted
that training received from this organization was relevant to employees work to a large extent
(M=4.27, SD=.707) with a tie at (M=4.13, SD=1.004) between those respondents who shared
that training was effectively and adequately integrated in their employee programs and those
who indicated that trainings in organizations clarified what was expected of employees to a large
extent respectively. At same time, respondents noted that the trainings in the organization had
contributed to employee growth and competence to a large extent (M=3.55L SD=1.409).
However, the statement on whether training used up to date materials, equipment and facilities
had moderate extent (M=3.41, SD=1.407).
Table 4.5: Employee Training and Employee Performance
Statement Mean Std. Dev
Training we receive from this organization are relevant to employees
work. 4.27 .707
Training is effectively and adequately integrated in our employee
programs. 4.13 1.004
The trainings in this organization has contributed to employee growth
and competence. 3.55 1.409
Trainings in organizations clarify what is expected of employees. 4.13 1.004
The training use up to date materials, equipment and facilities. 3.41 1.407
Average 3.90 1.106
4.6 Promotional Opportunities and Employee Performance
The results of descriptive statistics on promotional opportunities are as shown in Table 4.6. The
results showed that promotional opportunities were in place to a large extent (M=3.66) in the
studied organization. Respondents said that their organization gave its employee opportunities
49
for career growth to a large extent (M=3.85, SD=.638), employees in the organization worked as
a team to ensure that one succeeded to a large extent (M=3.84, SD=1.361) and that the HRM
conducted career counseling sessions to guide the employee to a large extent (M=3.71, SD=
1.282). Respondents also shared that their organization gave its employees independence to
make decisions and opportunity to learn from their mistakes to a large extent (M=3.71,
SD=.697), promotions were given to the best performing employee based on the merits set in the
promotional procedures for the firm (M=3.56, SD=1.052) and that the environment was
competitive and challenging in a way that one rose faster in their career path (M=3.56,
SD=1.052) to a large extent. On whether the management encouraged creativity, innovation and
continuous improvement (M=3.42 1, SD=.051), most of the respondents indicated moderate
extent.
Table 4.6: Promotional Opportunities and Employee Performance
Statement Mean Std. Dev
This organization gives its employee opportunities for career growth. 3.85 .638
Management encourages creativity, innovation and continuous
improvement 3.42 1.051
The HRM conduct career counselling sessions to guide the employee 3.71 1.282
Promotions are given to the best performing employee based on the
merits set in the promotional procedures for the firm 3.56 1.052
Employees in this organization work as a team to ensure that one
succeeds. 3.84 1.361
The environment is competitive and challenging in a way that one rise
faster in their career path 3.56 1.052
The organization gives its employees independence to make decisions
and opportunity to learn from their mistakes. 3.71 .697
Average 3.66 1.019
50
4.7 Chapter Summary
The chapter has presented the findings of analysis as informed by the research questions that
guided the study. The descriptive statistics have been presented using means and standard
deviations that were used to interpret the Likert scale in line with research questions. The
research questions included: ascertaining the effect of remuneration, rewards, employee training
and promotional opportunities on employee performance in the Pan African Climate Justice
Alliance. These have been presented from 4.3 to 4.6. The next chapter presents discussion,
conclusions and recommendations.
51
CHAPTER FIVE
5.0 SUMMARY, DISCUSSION, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
The chapter details a summary of the analyzed findings as supported by the specific objectives.
Discussions are also provided based on the key findings as supported by the specific objectives
of the study. The conclusions and recommendations for the study are indicated as guided by the
specific objectives of the study.
5.2 Summary
The first research question aimed at establishing the effect of remuneration on employee
performance in the Pan African Climate Justice Alliance. From the results of descriptive
statistics, respondents said that remuneration was practiced to a large extent in their organization.
More specifically, respondents said that good salary was the main motivation for them to a large
extent. They were satisfied with the salary that they got from the organization. It was also noted
that high performing employees in each unit got bonus pay. Employees were satisfied with
welfare support such as medical insurance offered by their employer. Respondents of the study
further shared that they felt that the salary that they got was better compared to a similar position
in other similar organizations in the industry. They did not have a problem with their leave
arrangements and their retirement/pension scheme they contributed motivated them to stay in the
firm top.
The second research question aimed at establishing the effect of rewards on employee
performance in the Pan African Climate Justice Alliance. The results showed that rewards were
implemented in the studied organizations. The participants indicated that recognition and reward
incentives in their organization were adequate. Employees valued recognition and reward to a
large extent. The organization embraced a culture of recognition for exemplary performance and
gave incentives for employee innovativeness. There were annual prices for the best performing
52
employee respectively. Reward and recognition system was fair and transparent and that
recognition and reward in the organization made workplace more fun respectively.
The study sought to determine how training influenced employee performance in the Pan African
Climate Justice Alliance. As per the results of descriptive statistics, employee training had been
embraced. Respondents noted that training received from this organization was relevant to
employees work. It was established that training was effectively and adequately integrated in
their r employee programs and those who indicated that trainings in organizations clarified what
was expected of employees to a large extent respectively. At same time, respondents noted that
the trainings in the organization had contributed to employee growth and competence.
The essence of this study was to establish the effect of promotional opportunities on employee
performance in the Pan African Climate Justice Alliance. In view of the findings on descriptive
statistics, promotional opportunities were in place in the studied organization. Respondents said
that their organization gave its employee opportunities for career growth. Employees worked as a
team to ensure that one succeeded. The HRM conducted career counseling sessions to guide the
employee to a large extent. Respondents also shared that their organization gave its employees
independence to make decisions and opportunity to learn from their mistakes to a large extent.
Promotions were given to the best performing employee based on the merits set in the
promotional procedures for the firm. The environment was competitive and challenging in a way
that one rose faster in their career path.
5.3 Discussion
5.3.1 Remuneration and Employee Performance
From the results of descriptive statistics, respondents said that remuneration was practiced to a
large extent in their organization. Remuneration had been found to be an effective instrument in
optimizing employees’ performance. Salary constitutes only a part of the total, total reward. It is
the non-financial rewards that make the difference. Building a fair remuneration system would
be wrong if you did not pay attention to the payoff for a number of reasons: First, the cost of
labor occupies a significant percentage of the cost of the products. Determining too high salaries
53
will result in increased product prices and, consequently, in lowering the company's
competitiveness in the market. Remuneration, as defined by White (2016) as what an individual
is paid or rewarded for accomplishing a task given and it further includes wages, base salary,
health and pension schemes, and allowances such as a house, commuter, responsibility, and
overtime as components of remuneration. Financial/ monetary rewards, whether in the form of
allowances, wages, salaries, incentives, and bonuses, are part of remuneration package. These
findings are also in line with the argument advanced by Para-González et al. (2018) that
employees will not necessarily increase performance when motivated with monetary rewards. In
some instances, this may backfire especially in circumstances when other motivation techniques
are not given attention. It is therefore important to note that employee motivation is dependent of
multiple factors ranging from financial to non-monetary. For instance, job security and
recognition have been voted as key factors that motivate employees with money being second
rated.
Respondents said that good salary was the main motivation for them to a large extent. Basic
salary according to White (2016) is a payment which either annually or monthly, which is paid to
employees on a permanent basis with or without an increase in performance. De-Vito et al.
(2018) shared that basic salary is one factor that led to employee motivation. Respondents were
satisfied with the salary that they got from the organization to a large extent. Salary constitutes
only a part of the total, total reward. It is the non-financial rewards that make the difference.
Building a fair remuneration system would be wrong if one does not pay attention to the payoff
for a number of reasons: First, the cost of labor occupies a significant percentage of the cost of
the products. Setting too high salaries will result in increased product prices and, consequently,
in lowering the company's competitiveness in the market. Kinyili (2018) affirmed this by arguing
that remuneration can motivate or demotivate workers. Employees will be comfortable if
remuneration was adequately enough to cater for their fundamental human needs. Remuneration,
as defined by White (2016) as what an individual is paid or rewarded for accomplishing a task
given and it further includes wages, base salary, health and pension schemes, and allowances
such as a house, commuter, responsibility, and overtime as components of remuneration
54
High performing employees in each unit got bonus pay to a large extent. Singh and Masters
(2018) considered performance bonuses within the public sector by conducting trials that
compare incentives like improved child outcomes among the salaried caregivers. The study was
done in India and the Chandigarh region with the findings showing that when prizes were given
to workers based on their outputs and the standard set for the gains, more yields were gained
when compared to winner-take-all programs. Qian and He (2018) qualified this by noting that
bonus payment had in general improved productivity of the physicians. However, the findings
showed that extensive use of quantity-based bonuses had not only led to the provision of
unnecessary care but also crowded out physician’s intrinsic motivations, resulting in a decline in
the quality of services. Bonuses payment structure that allows for distribution of the price across
the entire team yields higher outcomes as compared to winner-take-all structure. At the same
time, proportional bonuses led to larger and more sustained gains because of better performance
by lower-ranked workers.
Respondents were satisfied with welfare support such as medical insurance offered by their
employer to a large extent. Chukwudumebi and Kifordu (2018) shared that employers can
use pension plans to motivate their workforce by assuring them of a better retirement. In the
study on boosting morale and productivity of the employees, other fringed benefits included
having insurance policies and welfares to handle the issues that face everyday lives of
employees. Respondents of the study further shared that they felt that the salary that they got was
better compared to a similar position in other similar organizations in the industry to a large
extent.
Respondents didn’t have a problem with their leave arrangements to a large extent and that their
retirement/pension scheme they contributed motivated them to stay in the firm top a large extent.
The orientation training covers the key information about the workplace like start and end-times
of a work day, sometimes noted as working hours per week, work breaks for things like meals,
days off, sick days and procedures for handling that; overtime documentation and calculations
and annual leaves, holiday scheduling and vacationing policies. Such information, as shared
Boyd and Smith (2016) help the new employee understand how the organization operates and
ease their induction process.
55
5.3.2 Rewards and Employee Performance
The second research question aimed at establishing the effect of rewards on employee
performance in the Pan African Climate Justice Alliance. The results of descriptive statistics
were that rewards were implemented in the studied organizations to a large extent. Rewards are
normally given to employees of an organization for outstanding performance and as an
encouragement to continue with the hard work. Organizations design reward management by
formulating policies and implementing strategies in a way to reward employees equally and
fairly inconsistent and according to the value given to the organization (Kathombe,
2018). Armstrong (2010) shares that the reward system should consider and reward employees
according to their skills and competences, market worth, and individual contribution toward
organizational growth
The participants indicated that recognition and reward incentives in their organization were
adequate to a large extent. These findings are in line with those of Victor and Hoole (2017)who
noted that the rewards need not necessary have to be in monetary terms but more emphasis
should be placed on non-monetary rewards like recognition and training of employees that would
lead to higher skill-set and higher productivity, career advancement, job enlargement and
enrichment and the working environment. To understand this further, Armstrong (2010) divided
rewards into financial and non-financial benefits. Fiscal recompenses category are merit pay,
basic pay, incentives, commission, bonuses, and various allowances. This is because loyalty and
commitment are lost when there is no meaning of work and therefore meaningful work, trust,
better work environment should not be substituted by money or any form of compensation. Non-
fiscal recompenses like being recognized, supervisory roles, being promoted, and access to an
organization's benefits like a car. Employees in the organization valued recognition and reward
to a large extent. Intrinsic rewards are non-monetary and do not have a physical existence.
Examples of intrinsic rewards may include employee recognition, official acknowledgment,
professional training, and development, the power to make decisions, admiration, and being
appreciated (Ndung’u, 2017).
56
There was a tie between those respondents who shared that their organization embraced a culture
of recognition for exemplary performance, the firm gave incentives for employee innovativeness
and there were annual prizes for the best performing employee respectively. This is consistent
with the findings of Sitati (2017) who in relating the Herzberg’s Two Factor Theory/ motivation
hygiene theory of Frederick Herzberg’s stated that the content of rewards, achievement and
recognition as motivational factors to general individual performance were intertwined. Intrinsic
rewards are non-monetary and do not have a physical existence. Examples of intrinsic rewards
may include employee recognition, official acknowledgment, professional training, and
development, the power to make decisions, admiration, and being appreciated (Ndung’u, 2017).
Consequently, it is vital that the management conceptualize intrinsic rewards, for they are a
major component of the reward management system. Conversely, extrinsic rewards are
categorized by touchable and rewards in monetary form. Bonuses, office pay, pay increment,
commissions, and direct forms of compensation such as flexibility in time are examples of
extrinsic.
Respondents further tied on the statements that reward and recognition system was fair and
transparent and that recognition and reward in the organization made workplace more fun to a
large extent respectively. This is consistent with the study by Asaari et al (2019) who stated that
employee recognition and employee performance are closely related because timely feedback is
received when employees are recognized, thus practically motivating employees. Hussain et al.
(2019) revealed that employee recognition and rewards positively and significantly impacted on
employee performance. On recognition, the researchers noted that public recognition had a
bigger impact on employee morale and boosted the sense of self-worth and value that they add to
the organization which made the employees work harder. Asaari, et al. (2019) noted that
recognizing employees is a crucial ingredient of engaging employees in the workplace.
Achievements, being noticed and praise are motivational factor that lies under recognition.
Recognition can be either negative or positive as Vroom (1996) noted but accordingly it must be
deserved to bring out positive motivational effect. Social recognition for example appreciating
genuinely for a job well done, compliment, approval, consideration and acknowledging
employees formally had a great influence on organizational performance of diverse operations.
57
5.3.3 Employee Training and Employee Performance
The study sought to determine how training influenced employee performance in the Pan African
Climate Justice Alliance. As per the results of descriptive statistics, employee training had been
embraced to a large extent in the studied organizations. Training is a very significant function in
human resource management in organizations across the world. It is aimed at improving
employees’ skills, effectiveness, knowledge, and capability of executing their jobs in order to
improve organizations’ competitive advantage (Shu-Rung and Chun-Chieh, 2017). Based on the
desired outcome, managers design different training programs to enhance job familiarity, prepare
their employee to attend to different aspects of their job, and ultimately boost their commitment
(Lakra, 2016). While investing in training, organizations have short, medium, and long term
objectives of augmenting the adaptability of their employees to changes in operating
environment and uncertainty (Khan and Baloch, 2017).
Respondents noted that training received from their organization was relevant to employees work
to a large extent with a tie at between those respondents who shared that training was effectively
and adequately integrated in their employee programs and those who indicated that trainings in
organizations clarified what was expected of employees to a large extent respectively. Huang and
Jao (2016) noted that employee training is important in improving the organizational
performance through equipping the employees with sufficient skills and knowledge that
enhances their efficiencies, effectiveness and productivity. This in turn will lead the firm to get
into positions of competitiveness and remain at the top of the industry or sector. Khan and
Baloch (2017) noted that there is clear and obvious link that training and development measures
has on employee performance and ultimately the overall organizational performance. In
agreement with these sentiments.
Respondents noted that the trainings in the organization had contributed to employee growth and
competence to a large extent. This is consistent with Lakra (2016) who noted that employee
competencies are able to change through effective training programs. In addition, their
knowledge, skills and attitudes when handling different work assignments lead to superior
organizational performance. This was further emphasized by Halawi and Haydar (2018) who
58
proposed that responsive training programs should address elements such as; orientation and on-
boarding of entry-level employee, product training, technical and soft skills training
(communication, leadership, emotional intelligence). Training should also target all cadre of
employees from Chief Executive Officer (CEO) to cleaners, drivers, and messengers. This
approach will ensure that not only does the training program boost individuals' Productivity, but
holistically transits everyone in the organization towards the overall strategic goal
The trainings in this organization has contributed to employee growth and competence. This is in
line with the findings of Kemoh (2016) who established that training in the organization aimed at
enhancing competence through building on job skills as well as improving employee attitudes
towards their work. The study also noted that through augmenting the sense of job security and
competence, employees were more adaptable to changes, which increased their job productivity.
Trainings in organizations clarify what is expected of employees. Sekerin et al. (2018) noted that
training employees increases their confidence thus boosting their morale; trained employees
make the most economical use of organizational resources and eliminates/ reduces wastages thus
lowering the cost of production and training brings sense of job security thus absenteeism and
employee turnover are low. Employee training is important in improving the organizational
performance through equipping the employees with sufficient skills and knowledge that
enhances their efficiencies, effectiveness and productivity. This in turn will lead the firm to get
into positions of competitiveness and remain at the top of the industry or sector (Huang and Jao,
2016). As such, it shows a clear distinction between organizations that offer training to its
employees and those that do not do it; and it is shown in their performance, productivity and
competitiveness. Khan and Baloch (2017) noted that there is clear and obvious link that training
and development measures has on employee performance and ultimately the overall
organizational performance. In agreement with these sentiments, Lakra (2016) note that
employee competencies are able to change through effective training programs. In addition, their
knowledge, skills and attitudes when handling different work assignments lead to superior
organizational performance. At same time, respondents noted that the trainings in the
organization had contributed to employee growth and competence to a large extent.
59
5.3.4 Promotional Opportunities and Employee Performance
The essence of this study was to establish the effect of promotional opportunities on employee
performance in the Pan African Climate Justice Alliance. In view of the findings on descriptive
statistics, promotional opportunities were in place in the studied organization to a large extent.
Promotion in human resources is raising employees’ job position/grade, which comes with
increased responsibility, status, and pay (Frenkel and Bednall, 2016). In another way, Sarboini
(2016) also defines promotion as progression of an employee to upper position with more
accountabilities, high status and better salary. In promotion employee moves upward the
organizational hierarchy which in turn increases his/her authority, responsibilities, command and
improved working conditions. Promotions are meant for rewarding employees for better
performance and to encourage them to increase their effort. Employees have a dominant urge to
grow in their careers, which will help then exploit their talents and skills and have more control
over what they intend to do.
Respondents said that their organization gave its employee opportunities for career growth to a
large extent. Flippin (2017) defines it as a progression or upward move from one career level to
another until one reaches the top of the career ladder or highest peak in the industry. There is a
huge difference between employees who progress in their career growth as they attain the goals
they set and those who have stagnated, seen in their attitudes towards work assignments, morale
to work with others and general productiveness. The more employees realize that their career
growth dreams are unlikely to be achieved, the higher the chances of their performance in terms
of production, efficiency and effectiveness declines. Employees in the organization worked as a
team to ensure that one succeeded to a large extent.
The respondents noted that the environment was competitive and challenging in a way that one
rose faster in their career path. This is consistent with the views shared by Russen et al. (2020)
that an organization will be perceived to be fair if it offer promotional opportunities to women,
create a strong culture and high financial performance. Whenever the promotions are perceived
to be biased or based on other factors other than performance, problems will always arise in the
administration and management of the organization. Management and employee should be aware
60
of promotion implementation procedures which should be clear. They further states that, job
satisfaction have a substantial role in any organization. Managers should therefore take solid
steps in cultivating the level of employee job satisfaction.
The HRM conducted career counseling sessions to guide the employee to a large extent. The
human resource department of any organization is tasked with counseling and guiding its
employee on how and what their career life looks like (Savickas, 2019). The HRM designs a
session where they sit down with each employee and help in choosing, changing and/or leaving a
career while offering available options to the employees who are in different stages of life and
phase of their career. The options and information shared to the younger employees like between
the ages of 25-35 years is different to that given to older and more experienced employees.
Stipanovic, Stringfield and Witherell (2017) advocated for career counseling to much younger
generation -who are mostly in their teens, which will offer them valuable information that guide
them on their career path. At that young age when they receive the information they are able to
link their interests and talents to different careers and develop a path in which field to venture
into and how to advance themselves.
Respondents also shared that their organization gave its employees independence to make
decisions and opportunity to learn from their mistakes to a large extent. Promotions were given
to the best performing employee based on the merits set in the promotional procedures for the
firm and that the environment was competitive and challenging in a way that one rose faster in
their career path to a large extent. Anytime an individual enters the job market, they always
dream of growth and development in their career life. Flippin (2017) defines it as a progression
or upward move from one career level to another until one reaches the top of the career ladder or
highest peak in the industry. There is a huge difference between employees who progress in their
career growth as they attain the goals they set and those who have stagnated, seen in their
attitudes towards work assignments, morale to work with others and general productiveness. The
more employees realize that their career growth dreams are unlikely to be achieved, the higher
the chances of their performance in terms of production, efficiency and effectiveness declines.
61
5.4 Conclusion
5.3.1 Effect of Remuneration on Employee Performance
The study sought to establish the effect of remuneration on employee performance in the Pan
African Climate Justice Alliance. This study concludes that remuneration is practiced to a large
extent at Pan African Climate Justice Alliance. Some of the practices of remunerations that had
been adopted to a large extent at Pan African Climate Justice Alliance include good salaries,
bonuses and welfare support. Based on correlation and regression results, this study conclude
that remuneration is one of the key elements of employee motivation that significantly enhances
employee performance at Pan African Climate Justice Alliance.
5.3.2 Effect of Rewards on Employee Performance
The second research question aimed at establishing the effect of rewards on employee
performance in the Pan African Climate Justice Alliance. In line with the descriptive statistics,
this study concludes that rewards were in place at Pan African Climate Justice Alliance to a large
extent. Some of the rewards that had been embraced at Pan African Climate Justice Alliance to a
large extent include recognition and incentives. Although correlation results indicated that
rewards are moderately related with employee performance, regression analysis confirmed that it
was significant.
5.3.3 Effect of Employee Training on Employee Performance
The study sought to determine how training influenced employee performance in the Pan African
Climate Justice Alliance. Based on descriptive statistics, this study concludes that employee
training had been put in place to a large extent at the Pan African Climate Justice Alliance. In
view of the correlation and regression results, this study concludes that employee training
significantly enhances employee performance at the Pan African Climate Justice Alliance.
62
5.3.4 Effect of Promotional Opportunities on Employee Performance
The essence of this study was to establish the effect of promotional opportunities on employee
performance in the Pan African Climate Justice Alliance. In view of the findings on descriptive
statistics, this study concludes that Pan African Climate Justice Alliance had embraced
promotional opportunities to a large extent. Some of the key issues in promotional opportunities
at Pan African Climate Justice Alliance include career growth, teamwork spirit and existence of
career counseling sessions. In view of the correlation and regression results, this study concludes
that the available promotional opportunities at Pan African Climate Justice Alliance have
significantly enhanced employee performance.
5.5 Recommendations
5.5.1 Recommendations for Improvement
5.5.1.1 Effect of Remuneration on Employee Performance
From the results, remuneration was a significant factor in employee performance and motivation. Thus,
this study recommends that the HR managers of Pan African Climate Justice Alliance should
seek to improve on remuneration terms in place so as to significantly drive employee
performance.
5.5.1.2 Effect of Rewards on Employee Performance
From correlation analysis, rewards greatly affected employee performance. This study recommends for
more improvement in reward systems and structures at Pan African Climate Justice Alliance to
ensure they significantly contribute towards performance of employees.
5.5.1.3 Effect of Employee Training on Employee Performance
Based on correlation analysis, employee training was a significant predictor variable. Hence, this
study recommends that the training managers and officers at Pan African Climate Justice
Alliance should strengthen the training methods in place so as to drive performance of employee.
63
5.5.1.4 Effect of Promotional Opportunities on Employee Performance
While correlation analysis showed that promotional opportunities was a significant variable of the
study. Hence, this study recommends that the HR managers of Pan African Climate Justice Alliance
should improve on the promotional opportunities in place so as to enhance employee
performance.
5.5.2 Recommendations for Further Research
The present inquiry was a case study that focused on Pan African Climate Justice Alliance.
Future studies should adopt cross sectional methods targeting several firms within a given sector
for instance insurance or banking. The dependent variable in the present study was employee
performance, future studies can focus on other concepts like employee retention.
64
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APPENDICES
APPENDIX I: RESPODENT INFORMED CONSENT FORM
My name is Ann Kobia, a graduate student at the United States International University-Africa
(USIU-A). I am conducting a study on the Effects of Motivation on Employee Performance in
not for Profit Organizations: A Case study of Pan African Climate Justice Alliance. This study
will only be used for academic purposes .I would like to involve you in my research. My
research supervisor at USIU-Africa is Dr. Karimi, and he may be contacted via
jkarimi@usiu.ac.ke or mobile 0722537804 if you need any clarification on the researcher or the
research topic.
Your written consent is required to participate in my research to confirm that you have been
informed of the study and that you agree to participate. You have a right to decline or
discontinue your participation at any time during the study if you wish to do so. All the
information obtained in this study will be kept confidential; a code will be assigned to all
research forms to ensure your privacy is protected. I will not give your name or identity any
report or publication.
The purpose of the study is to assess the effects of motivation on employee performance in not-
for-profit organizations in Kenya, focusing on the Pan African Climate Justice Alliance. You
will be asked to complete a questionnaire with eight sections. This is not a test, there is no
deception in these questions, and there are no right or wrong answers; answer the questions as
honestly as you can. These questionnaire forms should take between 30 minutes but not longer
than 60 minutes to complete in one sitting. You will also be requested to fill a demographic
section including your age and other essential information.
The outcome of the information obtained during this research will be summarized and utilized in
my Thesis study. Participant names will not be used. Instead a code will be assigned to the filled
questionnaire to ensure respondent identity is kept confidential during and after this study is
completed.
My Consent to Participate:
By signing below, I consent to participate in this study.
Signature of Respondent _________________________________
Respondent Number to be used on all documents: _____________
Today’s Date ______________
80
APPENDIX II: RESPODENT DEBRIEF FORM
Thank you for accepting to participate in this study. This study aims to understand the Effects of
Motivation on Employee Performance in Not -for -Profit Organizations. Your participation will
help researchers gain more insights into motivation and employee performance, especially in the
not-for-profit sector.
Once again thank you for your acceptance and participation.
Ann Kobia (Principal Investigator) Signature: _____________________________
83
APPENDIX V: QUESTIONNAIRE
1. INTRODUCTION
Hello. I am Ann Kobia, a Master of Science in Management and Organization Development
student in United States International University-Africa. I am conducting a field survey for my
dissertation that seeks to investigate motivation and Employee performance in not for profit
organizations: a case study of Pan African Climate Justice Alliance’. In this regard, I am
gathering information and data relating to various motivation incentives in the organization and
their relationship with employee performance. I would like to talk to you about your experience
on the same. A random process has been used to select you. The information you provide will be
only used for the purposes of this research.
2. BACKGROUND INFORMATION
a) Date of Interview:
b) Time of Interview:
c) Department
3. DEMOGRAPHICS
a) Please tell me your Name (Optional)
b) Position in the organization/department ………………………………….
c) Gender of Respondent 1. Male;
2. Female
d) Age Category 1. 20-30 year
2. 31-40 years
3. 41-50 years
4. 51-60 years
5. Above 60
e) Highest Education Level 1. Primary;
2. Secondary;
3. Certificate
4. Diploma;
5. Degree;
6. Masters;
7. PhD
f) Number of years in Not for Profit Sector ,……………………………Years
g) Number of year in the PACJA
4. REMUNERATION IN PAJCA
84
Please rate the following statements relating to remuneration in PAJCA. The scale is between 1
and 5 (where 1=Very Small Extent (VSE), 2=Small Extent (SE), 3= Moderate Extent (ME), 4=
Large Extent (LE), 5= Very Large Extent (VLE)).
Statement VSE SE ME LE VLE
I am satisfied with the salary that I get from the organization 1 2 3 4 5
Good salary is the main motivation for me 1 2 3 4 5
I feel that the salary that I get is better compared to a similar
position in other similar organizations in the industry
1 2 3 4 5
The remuneration package in this organization offers is
adequate in relation to the economic conditions
1 2 3 4 5
I am satisfied with welfare support such as medical insurance
offered by my employer
1 2 3 4 5
I am satisfied with the rate and frequency of salary increment 1 2 3 4 5
I don’t have a problem with my leave arrangements 1 2 3 4 5
The retirement/pension scheme I contribute motivates me to
stay in the firm
1 2 3 4 5
High performing employees in each unit gets bonus pay 1 2 3 4 5
5. REWARDS AT PAJCA
I am going to as you a few questions relating to reward system in this organization. The
questions are posed as statement that I would like you rate on a scale of 1-5 (where 1=Very
Small Extent (VSE), 2=Small Extent (SE), 3= Moderate Extent (ME), 4= Large Extent (LE), 5=
Very Large Extent (VLE)).
Statement
Our reward and recognition system is fair and transparent 1 2 3 4 5
The organization embraces a culture of recognition for
exemplary performance
1 2 3 4 5
The recognition and reward incentives in this organization are 1 2 3 4 5
85
adequate
Recognition and reward in this organization makes workplace
more fun.
1 2 3 4 5
Employees in this organization value recognition and reward 1 2 3 4 5
I am frequently recognized by my supervisor 1 2 3 4 5
The firm gives incentives for employee innovativeness 1 2 3 4 5
There are annual prices for the best performing employee 1 2 3 4 5
6. EMPLOYEE TRAINING AT PAJCA
Please rate, on a scale of 1-5 (where 1=Very Small Extent (VSE), 2=Small Extent (SE), 3=
Moderate Extent (ME), 4= Large Extent (LE), 5= Very Large Extent (VLE)) the following
statement relating to Employee training in this organization.
Statement VSE SE ME LE VLE
Training we receive from this organization are relevant to
employees work.
1 2 3 4 5
Training is effectively and adequately integrated in our
employee programs.
1 2 3 4 5
The trainings in this organization has contributed to employee
growth and competence.
1 2 3 4 5
Trainings in organizations clarify what is expected of
employees.
1 2 3 4 5
The training use up to date materials, equipment and
facilities.
1 2 3 4 5
7. PROMOTIONAL OPPORTUNITIES AT PAJCA
I am going to as you a few questions relating to promotional opportunities in this
organization. The questions are posed as statement that I would like you rate on a scale of 1-5
(where 1=Very Small Extent (VSE), 2=Small Extent (SE), 3= Moderate Extent (ME), 4=
Large Extent (LE), 5= Very Large Extent (VLE)).
86
Statement VSE SE ME LE VLE
This organization gives its employee opportunities for career
growth.
1 2 3 4 5
Management encourages creativity, innovation and
continuous improvement
1 2 3 4 5
The HRM conduct career counselling sessions to guide the
employee
1 2 3 4 5
Promotions are given to the best performing employee based
on the merits set in the promotional procedures for the firm
1 2 3 4 5
Employees in this organization work as a team to ensure that
one succeeds.
1 2 3 4 5
The environment is competitive and challenging in a way that
one rise faster in their career path
1 2 3 4 5
The organization gives its employees independence to make
decisions and opportunity to learn from their mistakes.
1 2 3 4 5
Recommended