THE IMPACT OF WORKPLACE MOTIVATION ON EMPLOYEE PERFORMANCE IN GHANA
Background/Literature Review
The term motivation has both psychological and managerial connotation. The psychological meaning of behaviour refers to the internal mental state of a person that relates to the initiation, direction, persistence, intensity and termination of behaviour. The managerial meaning of motivation deals with the activity of managers and leaders to induce others in order to produce results desired or outlined by the organization or by the manager. The managerial concept of motivation conforms to a relationship between motivation, ability and performance. The main purpose of motivating your workplace is to minimize dissatisfaction and to keep people within the organization. There are so many factors that an individual employee may be motivated. Examples of this are technical supervision, interpersonal relations, salary, working conditions, status, company policy and job security (Tosi et al, 2000, pp. 129-133).
Further, reward systems, most especially, are the considered as forerunners of employee motivation (Caruth and Handlogten, 2001, p1). Since the people and their knowledge, skills and abilities are the most important driving force to the success of any organization, continuing commitment and support to them could be realized through looking for effective ways to reward their contributions, loyalty, dedication and efforts.
Reward systems, for instance, must be created in such a way that employees will be compensated to enhance motivation, growth and productivity while also encouraging them to align their efforts with the company’s objectives, philosophies, culture and values. Reward and punishment is composed of direct and indirect monetary incentives. The latter consists of pay and rewards received by employees in the form of wages and salaries, incentives, bonuses and commissions whereas the former comprises of the benefits supplied by the employers. According to Sims (2002), these non-financial compensations include employee recognition programs, rewarding jobs and flexible work hours to accommodate personal needs.
An ideology is that commitment and motivation are an outgrowth from organizational behaviour that place emphasis on management strategy connecting human resource management with organizational behaviour and management strategy (Guest, 1987). An incremental function of human resource management is central on the emergence of better educated workforces and higher individual expectations.
Employees would be motivated to perform even more through more incentive. Eventually, employee turnover rates would be lessened and positive reinforcement would lead to higher job satisfaction. The drive is to provide challenging and interesting work, recognitions and rewards for accomplishments and provide an opportunity for fast career growth and advancement. At the individual attitudes/behaviour level of the best fit model, and in schemes of total human development, an effective management is characterized by the promotion of attitudes that value contribution and performance.
Aims and Objectives
The main aim of the study is to analyse the impact of motivation on the performance of the employees in Ghana. In line with this, the following are the specific objectives of the study:
To identify factors that affects employees’ job satisfaction;
To identify employees’ job satisfaction level;
To examine the relationship between employee turnover and job satisfaction; and
To establish guidelines and solutions to reduce employee turnover.
Methodology
Descriptive method will be used in the study. According to Creswell (1994) it can help in order to show the different facts that are connected with the nature of the status of the current problem or condition as it happens at the time of the study. This is the reason why, it is considered as one of the most applied methodology in most studies. Furthermore, it will also be helpful in order to offer logical use in the studies which focus on dissemination of information, at the same time, it can help in order to investigate based on normative standards. It will be helpful in order to focus on the practices which exist, beliefs and processes that are currently going on and the effects that are being felt and experienced, together with the trends that re currently developing (Best, 1907).
Data Collection
Survey questionnaire will be used in order to gather primary data from the respondents. Likert scales will be used, where in the respondents will be asked to rate the level of their agreements towards the statements given. This will also be advantageous because it will make filling up questionnaire a lot easier and faster.
The equivalent weights of the answers are:
Range Interpretation
4.50 – 5.00 Strongly Agree
3.50 – 4. 49 Agree
2.50 – 3.49 Uncertain
1.50 – 2.49 Disagree
0.00 – 1.49 Strongly Disagree
Data Analysis
All of the data will be evaluated with the use of SPSS software. Thus, in order to come up with the results and findings of the study, frequency, percentage and weighted mean will be calculated. The following are the formulas to be used:
1. Percentage – will be calculated in order to determine the magnitude of the responses to the questionnaire (Research Methods Knowledge Base, n.d.).
2. Weighted Mean
References
Best, J. W. (1970). Research in Education, 2nd Ed. Englewood Cliffs. N.J.: Prentice Hall, Inc.
Creswell, J.W. (1994). Research design. Qualitative and quantitative approaches. Thousand Oaks, California: Sage.
Caruth, D. L. & Handlogten, G. D. (2002). Compensating Sales Personnel. The American Salesman, 6-15.
Sims, R. (2002). Organizational Success through Effective Human Resources Management. Westport, CT: Quorum Books.
Tosi, H. L., Mero, N. P. & Rizzo, J. R. (2000). Managing Organizational Behaviour. Blackwell Publishing.
Credit:ivythesis.typepad.com
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