CHAPTER ONE

INTRODUCTION

1.0 Introduction

This study is structured into five chapters which proceed as follows. Chapter one deals with introduction, background of the study, statement of the problem, research question, research objective, hypothesis, and scope of the study, significance of the study and operational definition of terms. Chapter two covers a review of related literature which focuses on conceptual, theoretical and empirical review and also the research gap. Chapter three gives a detail methodology of the study which includes the research design, area of study, population, sampling size and sampling procedures, instructions of data collection and method of data analysis.

1.1 Background of the study

Employee productivity, a cornerstone of organizational success, is intricately linked to the motivational levels of the workforce. High productivity translates directly to improved efficiency, profitability, and competitiveness, making it a central focus for businesses across all sectors. While various factors contribute to employee output, motivation consistently emerges as a critical driver. The historical understanding of productivity often centered on purely economic incentives, with early management theories emphasizing financial rewards as the primary motivator (Taylor, 1911). However, this simplistic view has evolved considerably over time, recognizing the complex interplay of intrinsic and extrinsic factors that fuel employee engagement and, consequently, performance.

Early approaches to understanding motivation, rooted in scientific management, primarily focused on extrinsic rewards like wages and bonuses as the primary drivers of employee productivity (Taylor, 1911). This perspective assumed that employees were rational economic actors motivated solely by financial gain.

However, the Hawthorne studies in the 1920s and 1930s challenged this assumption, highlighting the importance of social and psychological factors in the workplace (Mayo, 1933). These studies demonstrated that employee morale, a sense of belonging, and positive relationships with colleagues could significantly impact productivity, even independent of financial incentives. This marked a turning point in the understanding of motivation, shifting the focus from purely extrinsic factors to the recognition of intrinsic needs and social dynamics.

The mid-20th century witnessed the emergence of various motivational theories that provided a more nuanced understanding of employee behavior. Maslow’s hierarchy of needs (Maslow, 1943) proposed that individuals are motivated by a hierarchy of needs, ranging from basic physiological needs to self-actualization. Herzberg’s two-factor theory (Herzberg, Mausner, & Snyderman, 1959) differentiated between hygiene factors (which prevent dissatisfaction) and motivators (which drive satisfaction and performance).

These theories emphasized the importance of meeting employees’ psychological and social needs, such as recognition, achievement, and personal growth, in addition to providing adequate compensation and working conditions. Furthermore, expectancy theory (Vroom, 1964) suggests that motivation is determined by an individual’s belief that their effort will lead to performance, that performance will lead to rewards, and that the rewards are valued.

Contemporary perspectives on motivation acknowledge the ongoing relevance of financial incentives and the importance of a supportive work environment but emphasize the need for personalized and purpose-driven approaches.

Organizations are increasingly focusing on creating opportunities for employees to develop their skills, pursue their passions, and contribute to meaningful goals (Pink, 2009). Strategies such as flexible work arrangements, employee empowerment, and opportunities for learning and development are designed to tap into intrinsic motivation and foster a sense of ownership and commitment. Recognizing the diverse needs and aspirations of employees, modern organizations are adopting tailored motivation strategies that align individual goals with organizational objectives, ultimately driving sustained high levels of employee productivity in an ever-evolving work landscape. The realization that human factors significantly impact productivity marked a paradigm shift.

The Hawthorne studies in the early 20th century revealed the importance of social and psychological factors in the workplace, signaling the rise of motivational theories. This led to a gradual move away from purely economic incentives towards recognizing the need for intrinsic motivation, including job satisfaction, recognition, and a sense of belonging. Over time, theories like Maslow’s hierarchy of needs and Herzberg’s two-factor theory have further refined our understanding of how to effectively motivate employees.

In the developed countries like America, characterized by rapid technological advancements and evolving employee expectations, motivation has taken on a more complex dimension. The focus has expanded to include factors like work-life balance, opportunities for professional development, and a sense of purpose. Organizations are increasingly adopting flexible work arrangements, personalized rewards, and participatory management styles to enhance employee engagement and, consequently, productivity. The rise of the knowledge economy has amplified the need for intrinsic motivation, as creativity and innovation become crucial drivers of organizational success. Motivation is becoming increasingly essential as organizations expect capable and skilled individuals who desire to work hard and obtain maximum job outcomes (Tupti, 2020).

The relationship between motivation and employee productivity remains a dynamic and evolving area of study. Ongoing research continues to explore the impact of various motivational strategies, including gamification, personalized feedback, and organizational culture, on employee performance. As organizations navigate the challenges of a globalized and increasingly competitive environment, the ability to effectively motivate their workforce will be a critical determinant of their long-term success. Therefore, understanding the current motivational trends, and how they effect productivity is very important.

Kumari et al. (2021), The Impact of Motivation on Employee Performance of Non-Governmental Organizations in Mogadishu. This study emphasizes the significance of a multifaceted approach to employee motivation. It highlights that both financial incentives (salary, bonuses) and non-monetary rewards play crucial roles in enhancing employee performance. It underscores the evolving nature of employee expectations, noting that modern employees, who are often highly skilled, require diverse motivational strategies.

Tehseen and Hadi (2015); Intrinsic Rewards and Employee’s Performance With the Mediating Mechanism of Employee’s Motivation.This research particularly focuses on the impact of intrinsic rewards (recognition, sense of achievement) on employee performance, with employee motivation acting as a mediating factor.

It shows the importance that recognition plays in motivating employees, especially within developing countries.

1.2 Statement of the Problem

Performance of organization is a major concern of every manager and is of great interest by the shareholders of any given company and other stakeholders. It is undoubtedly important that organizational performance can visibly be evaluated if it is able to achieve its objectives by accomplishing the set goals. (Irum et al, 2014) Employee motivation is considered as a force that drives the employees toward attaining specific goals and objectives of the organization. To add, now days, it is one of the sizzling issues in organizations since everyone of it wants to make best use of their financial and HRs.

Employee motivation is very important for organizations, as every concern requires physical, financial and HRs to accomplish the goals. (Ahmad, Wasay, & Malik, 2012) It is through motivation that the HRs can be utilized by making full use of it. Building willingness in employees to work can do this and it will help the enterprise in securing best possible utilization of resources. They found out that Motivation results into increase in productivity, reducing cost of operations, and improving overall efficiency. (Muogbo, 2013) Describes motivation as a power that strengths behavior, gives route to behavior, and triggers the tendency to continue.

Motivation has been a subject of interest for most multinational as noted by (Berger, 2009). There is however, some laxity in developing countries, Somalia inclusive. (Gure, 2010) noted that, due to limited difficulties in replacement of HRs in departments that require unskilled labor in developing countries, managers have neglected putting motivation on the forefront of their agenda which has led to low productivity per person. Lack of properly motivated employees is one of the factors believed to have led to absenteeism, late coming and uncommitted employees at MAP. Motivation, if not given the attention it requires shall lead to disastrous effects such as underutilization of Al port resources, absenteeism among others.

Limited studies have been carried out to establish the effect of motivation on organizational performance with interest to Somalia. If motivation was not considered as important by MAP, and, given the globalization competitiveness and demands, the organization would lag behind and would find it challenging to accomplish its targeted performance, leave alone coping up with the global competition. This study was positioned to dig deep in the subject of motivation and how it was relevant in Somalia organizations with a case study of MAP, it answers questions of the relevancy of motivating employees in organizational successful performance.

1.3 Research Questions

1.3.1 Main Research Question

The main research question of this study is what is effect of motivation on employee’s productivity in Orange Buea?

1.3.2 Specific Research Questions

1. What is the effect of reward on employee’s productivity in Orange Buea?
2. To what extent does promotion affect employee’s productivity in Orange Buea?
3. What is effect of training on employee’s productivity in Orange telecommunication company Buea?

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