EFFECT OF MOTIVATION ON EMPLOYEES PERFORMANCE ON AUDITEC-FOIRIER CONSULTING, DOUALA
Abstract
The objective of this study was to assess the role of motivation on employees work performance in Audiec-Foirier Consulting, Douala and its specific objectives were to determine the effect financial incentives/ monetary factors on the performance of employees at Auditec-Foirier Consulting and also to determine non-financial reward programs on the performance of employees.
A descriptive research design was adopted for this study, covering a systematic sample of 30 respondents. The population of this study comprised of all the employees of Auditec-Foirier Consulting. The data collecting instrument that was used was structured questionnaire developed particularly for this study. . The research was analyzed using Microsoft Excel. The study revealed that the management of Auditec-Foirier Consulting partially used motivational goal-setting to motivate their employees.
The study concluded that the employees of Auditec-Foirier Consulting were highly dissatisfied with the monetary package provided by the organization, thereby confirming the first Null hypothesis which says that “the employees of Auditec-Foirier are not satisfied with the financial motivational tools employed.
The study concluded that money was a highly motivating factor for the employees and management should look into increasing the monetary and benefits package they give. It recommended that the organization re-evaluated its salary and benefits packages as the employees perceived the money they receive as a direct indication of the value the organization has placed on their services.
CHAPTER ONE
INTRODUCTION
1.1 Introduction
This chapter introduces the study by looking at its background and stating the problem. It further examines the purpose and objectives of the study, research questions, significance, scope and limitations of the study.
1.2 Background of the study
The term motivation is derived from the Latin word ‘movere’, which means to move (Baron, Henley, McGibbon, McCarthy, 2012). Certo (2016) describes motivation as giving people incentives that cause them to act in desired ways. Motivation has also been described as the process of arousing and sustaining goal-directed behavior (Nelson, 2013).
It is commonly agreed that there are two types of motivation, namely extrinsic and intrinsic. Intrinsic motivation is that behavior which an individual produces because of the pleasant experiences associated with the behavior itself (Mosley, Pietri and Mosley Jnr, 2012). They stem from motivation that is characteristic of the job itself.
Examples are receiving positive recognition, appreciation, a sense of achievement and meeting the challenge. According to Beer and Walton (2014), intrinsic rewards accrue from performing the task itself, and may include the satisfaction of accomplishment or a sense of influence. Mosley, Pietri and Mosley Jnr. (2012) describe extrinsic motivation as the behavior performed, not for its own sake, but for the consequences associated with it. Examples include salary, benefits and working conditions.
Extrinsic rewards come from the organization as money, perquisites or promotions from supervisors and co- workers as recognition (Beer and Walton, 2014). Employees are motivated by a combination of both factors at any given point in time (Riggio, 2013).
Industrial psychologists and management practitioners have long been interested in searching for factors, which influence motivation and productivity (Chung, 2013). According to Stanley (2012), in today’s marketplace, where companies seek a competitive edge, motivation is key for talent retention and performance. No matter the economic environment, the goal is to create a workplace that is engaging and motivating, where employees want to stay, grow and contribute their knowledge, experience and expertise.
Chung (2013) continues to state that in an effort to find the determinants of motivation and performance in industry, industrial psychologists and managerial practitioners have developed a variety of theories of (and approaches to) human motivation. Many psychologists have developed motivational theories in terms of human needs or motives, while most management scholars have developed managerial theories in terms of incentives or inducements (Riggio, 2014).
Traditionally, the study of job performance has been based on two somewhat independent assumptions: that performance can be understood in terms of the individual’s ability to perform the tasks, and that performance depends solely upon the level of motivation (Chung, 2013). Motivation is generally defined as the psychological forces that determine the direction of a person’s level of effort, as well as a person’s persistence in the face of obstacles (Stanley, 2012).
The responsibility for motivation is three-fold: it falls on the senior leadership, the direct manager and the employee (Bhuvanaiah and Raya, 2015). Numerous factors are involved, from trust, engagement and values (individual and organizational) to job satisfaction, achievement, acknowledgement and rewards. Motivation is essential for working autonomously, as well as for collaboration and effective teamwork (Stanley, 2012). Motivating employees for better performance encompasses these critical factors: employee engagement, organizational vision and values, management acknowledgment and appreciation of work well done, and overall authenticity of leadership (Neeraj, 2014).
Performance appraisal is one of the most important human resource (HR) practice, administered in organizations by which supervisors evaluate the performance of subordinates (Neeraj, 2014). Aguinis (2013) implies that the focus of the performance appraisal is measuring and improving the actual performance of the employee and the potential of the employee; it aims to measure what an employee does.
Performance appraisal is generally regarded as one of the most crucial human resource management functions (Judge and Ferris 2013), furthermore; a competent performance appraisal and management system is an indispensable part of an organizations human resource management adequacies (Guest, 1997). Employee reactions to appraisal in terms of perceived employee fairness, accuracy, and satisfaction are important components of appraisal effectiveness because these perceived employee reactions could motivate employees to improve their performance (Taylor,
Tracy, Renard, Harrison and Carroll 2015). That is, performance appraisal serves as a means for providing feedback that can result in improved performance (Tornow, 2013).
Research in performance appraisal has demonstrated that performance appraisal characteristics (such as appraisal purpose and source) can elicit positive employee reactions to performance appraisal and, which in turn, can motivate employees to improve their performance (DeNisi and Pritchard 2016). Therefore, by focusing the attention on performance, performance appraisal goes to the heart of personnel management and sets out different objectives, which are directly responsible for the Career development of employees and continued growth and development of the organizations (Selvarajan and Cloninger, 2016).
Employee turnover is a universal problem that all organizations around the world face (Stanley, 2012). One of the factors that contribute to high employee turnover is de- motivation (Mosley, Pietri and Mosley Jnr, 2012). There is a growing consensus among managers and leaders about the significance of combining effective motivation incentives to encourage good performance (Cole and Kelly, 2011). In order for organizations to meet their objectives, they must have a workforce that is motivated and works towards achieving the said objectives (Steers and Porter, 2011).
Motivating employees is a challenge and keeping employees motivated an even greater challenge (Levy, 2013). Today, organizations are under intense pressure to identify and implement programs that will prove effective in improving employee productivity (Deci, 2013). It is no longer enough to increase salaries and expect increased performance; it is more complex than that (George and Jones, 2013).
Employee motivation affects productivity and a poorly motivated labor force will be costly to the organization in terms of lower productivity and performance, excessive staff turnover, increased expenses, frequent absenteeism and a negative effect on the morale of colleagues (Jobber and Lee, 2014). It is a well-known fact that the success of an organization largely depends on the quality of its human resource, irrespective of the industry within which it operates (Deci, 2013). It is with this in mind that leaders and managers must strive to ensure that their workforce is motivated and therefore productive. Motivation is seen as one of the
Most important factors in issues related to human resources management (HRM) and organizational behavior management (Nelson, 2013)
Theories of job performance offer that motivation is a key determinant of performance The role of motivation in the work context has been studied to understand what causes employees to try hard to do well, or more specifically what causes the arousal, direction, and persistence of voluntary actions that are goal directed (Mitchell and Linden, 2012). It is therefore imperative that managers understand what motivates employees and how to motivate them effectively (Deci, 2013).
There have been numerous researches done on motivation and employee performance. Many scholars have postulated theories to try and understand what motivation is, and how it affects individuals ( Fincham and Rhodes, 2015). One particularly significant theory was developed by Abraham Maslow and is known as the hierarchy of needs (Riggio, 2014). At the core of Maslow’s theory is a hierarchy of five categories. They are psychological, security, social, esteem and self-actualization needs (Kreitner and Kinicki, 2016).
Frederick Herzberg is another renowned motivation scholar. According to his two-factor theory, dissatisfaction results from the absence of hygiene factors which include salary and relationships with others, while satisfaction results from the presence of motivating factors such as job opportunities and recognition (Kinicki and Kreitner, 2016).
Expectancy theory of motivation by V.H Vroom is a more recent theory. It says that people are most motivated to seek results they value highly and think they can achieve. It is based on employees’ perceptions of rewards and whether they are able to achieve them (Certo, 2016).
This study examined the effect of motivation on the employees at Auditec-Foirier Consulting. Auditec-Foirier Consulting is an firm in Douala that offers Auditing, Accounting, Tax and Consulting services to clients, while upholding their reputation for developing long-term customer relationships based on the cornerstones of honesty, integrity and professionalism.
Cameroon was ranked by the world bank in its Doing Business report of 2020 as the 167th country out of 190 countries analysed, with a doing business score of 46.1(World Bank, 2020)
This rank which was as a result of many factors affecting the business environment in Cameroon, stressed the need for the government of Cameroon to improve in the area of cross border trade facilitation, a domain where the Cameroon Customs is a major actor.
Facilitation of trade requires improving procedures of clearance of goods and all related cross border activities. These activities could be in terms of the creation of a single window for customs clearance of goods, reducing the passage of goods at customs, increasing the use of information and communication technology, increase automation, increase collaboration among actors of the trade corridor and so on (Peterson, 2017)
This will therefore require well motivated customs staffs who are either motivated as a result of financial incentives given to them by hierarchy in the form of financial motivation or non-financial incentives that will spur them to do their work well.
Several ministers of finance in Cameroon have stressed the importance of the customs administration as an important department in the ministry in its role of providing up to a quarter of the government’s fiscal revenue.
In June 2018, Mr Louis Paul Motaze minister of finance during a working visit at the Littoral 1 and 2 customs sector reemphasized the role played by the customs in meeting government fiscal and other objectives, while focusing on the major part played by the human resources of this department, he promised the amelioration of incentives at their disposal (Customs review 2019)
The performance of Cameroon customs employees is therefore related to their level of motivation be it financial otherwise known as monetary or non-financial otherwise known as non-monetary motivation.
The performance contract launched in 2009 under the then director general showed that inspectors who were motivated by financial rewards and other non-financial promises like promotion and recognition made by the Director General in exchange for their outstanding performance led to an increase in revenues collected for the period per inspector and hence general increase in performance (Bilagna et al 2011)
These motivational incentives role in influencing the performance of the sector captured in terms of financial performance (revenue collected by the customs sector as against the budgetary prescription assigned by the hierarchy) and on the other hand operational performance captured by the perception of users of the service.
Employees expect financial and non-financial rewards for their efforts. Especially in a world in which there is constant increase in cost of living and increased inflation rates. Employees need financial rewards for them to continue to perform as required not belittling the role played by non-financial rewards which are very necessary to motivate employees in any organization.
The Cameroon private sector of business is not an exception to this rule. In the absence of equitable pay, training, recognition and a comfortable environment the employees become dissatisfied and that makes them to be de-motivated.
Check out: Human Resource Management Project Topics with Materials
Project Details | |
Department | Human Resource Management |
Project ID | HRM0051 |
Price | Cameroonian: 5000 Frs |
International: $15 | |
No of pages | 60 |
Methodology | Descriptive |
Reference | yes |
Format | MS word & PDF |
Chapters | 1-5 |
Extra Content | table of content, questionnaire |
This is a premium project material, to get the complete research project make payment of 5,000FRS (for Cameroonian base clients) and $15 for international base clients. See details on payment page
NB: It’s advisable to contact us before making any form of payment
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EFFECT OF MOTIVATION ON EMPLOYEES PERFORMANCE ON AUDITEC-FOIRIER CONSULTING, DOUALA
Project Details | |
Department | Human Resource Management |
Project ID | HRM0051 |
Price | Cameroonian: 5000 Frs |
International: $15 | |
No of pages | 60 |
Methodology | Descriptive |
Reference | yes |
Format | MS word & PDF |
Chapters | 1-5 |
Extra Content | table of content, questionnaire |
Abstract
The objective of this study was to assess the role of motivation on employees work performance in Audiec-Foirier Consulting, Douala and its specific objectives were to determine the effect financial incentives/ monetary factors on the performance of employees at Auditec-Foirier Consulting and also to determine non-financial reward programs on the performance of employees.
A descriptive research design was adopted for this study, covering a systematic sample of 30 respondents. The population of this study comprised of all the employees of Auditec-Foirier Consulting. The data collecting instrument that was used was structured questionnaire developed particularly for this study. . The research was analyzed using Microsoft Excel. The study revealed that the management of Auditec-Foirier Consulting partially used motivational goal-setting to motivate their employees.
The study concluded that the employees of Auditec-Foirier Consulting were highly dissatisfied with the monetary package provided by the organization, thereby confirming the first Null hypothesis which says that “the employees of Auditec-Foirier are not satisfied with the financial motivational tools employed.
The study concluded that money was a highly motivating factor for the employees and management should look into increasing the monetary and benefits package they give. It recommended that the organization re-evaluated its salary and benefits packages as the employees perceived the money they receive as a direct indication of the value the organization has placed on their services.
CHAPTER ONE
INTRODUCTION
1.1 Introduction
This chapter introduces the study by looking at its background and stating the problem. It further examines the purpose and objectives of the study, research questions, significance, scope and limitations of the study.
1.2 Background of the study
The term motivation is derived from the Latin word ‘movere’, which means to move (Baron, Henley, McGibbon, McCarthy, 2012). Certo (2016) describes motivation as giving people incentives that cause them to act in desired ways. Motivation has also been described as the process of arousing and sustaining goal-directed behavior (Nelson, 2013).
It is commonly agreed that there are two types of motivation, namely extrinsic and intrinsic. Intrinsic motivation is that behavior which an individual produces because of the pleasant experiences associated with the behavior itself (Mosley, Pietri and Mosley Jnr, 2012). They stem from motivation that is characteristic of the job itself.
Examples are receiving positive recognition, appreciation, a sense of achievement and meeting the challenge. According to Beer and Walton (2014), intrinsic rewards accrue from performing the task itself, and may include the satisfaction of accomplishment or a sense of influence. Mosley, Pietri and Mosley Jnr. (2012) describe extrinsic motivation as the behavior performed, not for its own sake, but for the consequences associated with it. Examples include salary, benefits and working conditions.
Extrinsic rewards come from the organization as money, perquisites or promotions from supervisors and co- workers as recognition (Beer and Walton, 2014). Employees are motivated by a combination of both factors at any given point in time (Riggio, 2013).
Industrial psychologists and management practitioners have long been interested in searching for factors, which influence motivation and productivity (Chung, 2013). According to Stanley (2012), in today’s marketplace, where companies seek a competitive edge, motivation is key for talent retention and performance. No matter the economic environment, the goal is to create a workplace that is engaging and motivating, where employees want to stay, grow and contribute their knowledge, experience and expertise.
Chung (2013) continues to state that in an effort to find the determinants of motivation and performance in industry, industrial psychologists and managerial practitioners have developed a variety of theories of (and approaches to) human motivation. Many psychologists have developed motivational theories in terms of human needs or motives, while most management scholars have developed managerial theories in terms of incentives or inducements (Riggio, 2014).
Traditionally, the study of job performance has been based on two somewhat independent assumptions: that performance can be understood in terms of the individual’s ability to perform the tasks, and that performance depends solely upon the level of motivation (Chung, 2013). Motivation is generally defined as the psychological forces that determine the direction of a person’s level of effort, as well as a person’s persistence in the face of obstacles (Stanley, 2012).
The responsibility for motivation is three-fold: it falls on the senior leadership, the direct manager and the employee (Bhuvanaiah and Raya, 2015). Numerous factors are involved, from trust, engagement and values (individual and organizational) to job satisfaction, achievement, acknowledgement and rewards. Motivation is essential for working autonomously, as well as for collaboration and effective teamwork (Stanley, 2012). Motivating employees for better performance encompasses these critical factors: employee engagement, organizational vision and values, management acknowledgment and appreciation of work well done, and overall authenticity of leadership (Neeraj, 2014).
Performance appraisal is one of the most important human resource (HR) practice, administered in organizations by which supervisors evaluate the performance of subordinates (Neeraj, 2014). Aguinis (2013) implies that the focus of the performance appraisal is measuring and improving the actual performance of the employee and the potential of the employee; it aims to measure what an employee does.
Performance appraisal is generally regarded as one of the most crucial human resource management functions (Judge and Ferris 2013), furthermore; a competent performance appraisal and management system is an indispensable part of an organizations human resource management adequacies (Guest, 1997). Employee reactions to appraisal in terms of perceived employee fairness, accuracy, and satisfaction are important components of appraisal effectiveness because these perceived employee reactions could motivate employees to improve their performance (Taylor,
Tracy, Renard, Harrison and Carroll 2015). That is, performance appraisal serves as a means for providing feedback that can result in improved performance (Tornow, 2013).
Research in performance appraisal has demonstrated that performance appraisal characteristics (such as appraisal purpose and source) can elicit positive employee reactions to performance appraisal and, which in turn, can motivate employees to improve their performance (DeNisi and Pritchard 2016). Therefore, by focusing the attention on performance, performance appraisal goes to the heart of personnel management and sets out different objectives, which are directly responsible for the Career development of employees and continued growth and development of the organizations (Selvarajan and Cloninger, 2016).
Employee turnover is a universal problem that all organizations around the world face (Stanley, 2012). One of the factors that contribute to high employee turnover is de- motivation (Mosley, Pietri and Mosley Jnr, 2012). There is a growing consensus among managers and leaders about the significance of combining effective motivation incentives to encourage good performance (Cole and Kelly, 2011). In order for organizations to meet their objectives, they must have a workforce that is motivated and works towards achieving the said objectives (Steers and Porter, 2011).
Motivating employees is a challenge and keeping employees motivated an even greater challenge (Levy, 2013). Today, organizations are under intense pressure to identify and implement programs that will prove effective in improving employee productivity (Deci, 2013). It is no longer enough to increase salaries and expect increased performance; it is more complex than that (George and Jones, 2013).
Employee motivation affects productivity and a poorly motivated labor force will be costly to the organization in terms of lower productivity and performance, excessive staff turnover, increased expenses, frequent absenteeism and a negative effect on the morale of colleagues (Jobber and Lee, 2014). It is a well-known fact that the success of an organization largely depends on the quality of its human resource, irrespective of the industry within which it operates (Deci, 2013). It is with this in mind that leaders and managers must strive to ensure that their workforce is motivated and therefore productive. Motivation is seen as one of the
Most important factors in issues related to human resources management (HRM) and organizational behavior management (Nelson, 2013)
Theories of job performance offer that motivation is a key determinant of performance The role of motivation in the work context has been studied to understand what causes employees to try hard to do well, or more specifically what causes the arousal, direction, and persistence of voluntary actions that are goal directed (Mitchell and Linden, 2012). It is therefore imperative that managers understand what motivates employees and how to motivate them effectively (Deci, 2013).
There have been numerous researches done on motivation and employee performance. Many scholars have postulated theories to try and understand what motivation is, and how it affects individuals ( Fincham and Rhodes, 2015). One particularly significant theory was developed by Abraham Maslow and is known as the hierarchy of needs (Riggio, 2014). At the core of Maslow’s theory is a hierarchy of five categories. They are psychological, security, social, esteem and self-actualization needs (Kreitner and Kinicki, 2016).
Frederick Herzberg is another renowned motivation scholar. According to his two-factor theory, dissatisfaction results from the absence of hygiene factors which include salary and relationships with others, while satisfaction results from the presence of motivating factors such as job opportunities and recognition (Kinicki and Kreitner, 2016).
Expectancy theory of motivation by V.H Vroom is a more recent theory. It says that people are most motivated to seek results they value highly and think they can achieve. It is based on employees’ perceptions of rewards and whether they are able to achieve them (Certo, 2016).
This study examined the effect of motivation on the employees at Auditec-Foirier Consulting. Auditec-Foirier Consulting is an firm in Douala that offers Auditing, Accounting, Tax and Consulting services to clients, while upholding their reputation for developing long-term customer relationships based on the cornerstones of honesty, integrity and professionalism.
Cameroon was ranked by the world bank in its Doing Business report of 2020 as the 167th country out of 190 countries analysed, with a doing business score of 46.1(World Bank, 2020)
This rank which was as a result of many factors affecting the business environment in Cameroon, stressed the need for the government of Cameroon to improve in the area of cross border trade facilitation, a domain where the Cameroon Customs is a major actor.
Facilitation of trade requires improving procedures of clearance of goods and all related cross border activities. These activities could be in terms of the creation of a single window for customs clearance of goods, reducing the passage of goods at customs, increasing the use of information and communication technology, increase automation, increase collaboration among actors of the trade corridor and so on (Peterson, 2017)
This will therefore require well motivated customs staffs who are either motivated as a result of financial incentives given to them by hierarchy in the form of financial motivation or non-financial incentives that will spur them to do their work well.
Several ministers of finance in Cameroon have stressed the importance of the customs administration as an important department in the ministry in its role of providing up to a quarter of the government’s fiscal revenue.
In June 2018, Mr Louis Paul Motaze minister of finance during a working visit at the Littoral 1 and 2 customs sector reemphasized the role played by the customs in meeting government fiscal and other objectives, while focusing on the major part played by the human resources of this department, he promised the amelioration of incentives at their disposal (Customs review 2019)
The performance of Cameroon customs employees is therefore related to their level of motivation be it financial otherwise known as monetary or non-financial otherwise known as non-monetary motivation.
The performance contract launched in 2009 under the then director general showed that inspectors who were motivated by financial rewards and other non-financial promises like promotion and recognition made by the Director General in exchange for their outstanding performance led to an increase in revenues collected for the period per inspector and hence general increase in performance (Bilagna et al 2011)
These motivational incentives role in influencing the performance of the sector captured in terms of financial performance (revenue collected by the customs sector as against the budgetary prescription assigned by the hierarchy) and on the other hand operational performance captured by the perception of users of the service.
Employees expect financial and non-financial rewards for their efforts. Especially in a world in which there is constant increase in cost of living and increased inflation rates. Employees need financial rewards for them to continue to perform as required not belittling the role played by non-financial rewards which are very necessary to motivate employees in any organization.
The Cameroon private sector of business is not an exception to this rule. In the absence of equitable pay, training, recognition and a comfortable environment the employees become dissatisfied and that makes them to be de-motivated.
Check out: Human Resource Management Project Topics with Materials
This is a premium project material, to get the complete research project make payment of 5,000FRS (for Cameroonian base clients) and $15 for international base clients. See details on payment page
NB: It’s advisable to contact us before making any form of payment
Our Fair use policy
Using our service is LEGAL and IS NOT prohibited by any university/college policies. For more details click here
We’ve been providing support to students, helping them make the most out of their academics, since 2014. The custom academic work that we provide is a powerful tool that will facilitate and boost your coursework, grades, and examination results. Professionalism is at the core of our dealings with clients.
For more project materials and info!
Contact us here
OR
Click on the WhatsApp Button at the bottom left
Email: info@project-house.net