Abstract

Motivation refers to a complexity of forces that inspires a person at work to intensify his desire and willingness to use his potentialities to perform in order to achieve organizational goals or objectives. This study investigates the relationship between motivation and the level of employee performance. This study explored with specific interest on; the various ways, in which motivation influences employee performance.

For SONARA to achieve her objectives, management must always ensure that employees are motivated in order to meet organizational goals. The study was guided by three objectives; financial incentives, employee recognition and career advancement and how these helps boost employees’ performance.

This study was guided by two theories; Maslow’s hierarchy of needs theory and Herzberg’s motivation hygiene theory. To achieve the objective for which the study was intended, the researcher employed the quantitative method of data collection where necessary which allows for an intensive investigation into the motivational techniques employed by the institution. The data collection instrument was structured questionnaires.

This instrument was tested for reliability and validity of its content. This study used a sample size of 150 respondents selected from across the organization using the convenience sampling technique.

This research work made extensive use of both primary and secondary sources of data. Simple percentages, distribution tables and pie chart statistical tools were used to analyze the primary data while Chi-Square (X2) was applied to test the hypothesis formulated for the study at a 0.05 level of significance.

The findings of this study revealed that alongside financial incentives, other key motivating factors could be employee recognition and career advancement that can be used to attain organizational effectiveness through these employees.

The study therefore concluded that there exist a significant relationship between motivation and employees’ performance and as such more efforts should be made toward motivating staff in order to increase their performance. It is therefore recommended that that the same study be replicated for a longer period, and perhaps could consider the use of more secondary data.

Another recommendation is that the study could also be carried out as a comparative study between public and private owned institutions within the Cameroon economy to ascertain the gap between motivation policies and their effects in both sectors.

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