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.

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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.

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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

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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

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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

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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

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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

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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

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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

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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.

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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

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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

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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

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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 ______________

79

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: _____________________________

81

APPENDIX III: RESEARCH APPROVAL LETTER

82

APPENDIX IV: PERMISSION TO CONDUCT RESEARCH

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

87

88

APPENDIX VI: RESEARCH PERMIT

89