4.4.

Inferential Analysis using Correlation and regression

4.4.1. Correlation and Coefficient of Variables impacting employees’ performance

Multiple regression models were used to determine the existence of correlation between

independent variables and employees’ performance. Regression (multivariate) analysis was

run to assess the influence of independent variables on dependent variable. Mathematically

the model is represented as:

Y = ß0 + ß1X1+ ß2X2+ ß3X3 + ß4X4 + ß5X5 + ß6X6+ ß7X7 + ß8X8 + ß9X9 + ß10X10 +

e Where, Y is the Employees Performance ß’s are coefficients to be estimated B0 is

constant coefficient (intercept of the equation). Accordingly, the independent variables

listed as follows:

X1= MSQ6, X2=MSQ5, X3=MSQ4, X4=MSQ3, X5=MSQ2, X6=MSQ1,

X7=MIQ6, X8=MIQ5, X9=MIQ4, X10=MIQ3, X11=MIQ2, X12=MIQ1,

X13=MSQ8, X14=MSQ7, X15=[age=1], X16=[exper=1], X17=[sex], X18=[job

title], X19=[worun],X20=[occup]and e is random error.

From the equation, it can be observed that the six most independent variables which

contribute to dependent variables are X1, X3, X5, X6, X7, X8. From this equation it can be

observed that these factors are most motivating factors that influence performance.

4.4.2. Correlation Analysis of Factors Influencing Employees’ Performance

Factors influencing employees’ performance were estimated to determine statistical

significance of those factors. In order to determine significant factors that influence

employees’ performance, a multiple regression model was adopted. Multiple regression

model accommodated employees’ performance to represent the dependent variable. The

explanatory variables that were accommodated in multiple linear regression model

included all independent variables and the results of mean covariate mentioned as follows:

a Covariates appearing in the model are evaluated at the following values: Working
Aids/Team work = 2.04, Communication Flow from Management = 2.64, Training and

development programmes/Reward System = 2.79, Recognition/Promotion = 2.26,

Monetary Rewards = 2.51, Adequacy of Motivational Packages = 2.76, Motivational

Package Satisfaction = 3.18, Encouraging factors to perform (i.e. Motivational factors) =

3.75, Well motivated with minimal supervision = 1.24, Technique for demanding high

performance from staff = 1.26, Current Workload of Clinical Staff = 1.53, Current Time

Schedule of work = 1.14, Availability of Sufficient tools/equipment = 2.42, Staff are not

bothered about motivation to perform better performance = 3.26.

4.4.3. Regression Analysis of Results using Multiple Linear Regression Model

The linear regression model was used to determine the effects of explanatory variables on

factors influencing employees’ performance in the study area. The model summary in

Table 4.2.4 below shows that the independent variables fit well in the regression model in

that R square was 0.481.This means that the fit explains 48.10 % of the total factors

influencing employees’ performance are explained by the tested factors. The R square and

adjusted R square of 0.481 and 0.459 respectively shows that there is correlation between

employees' and explanatory variables. Moreover analysis of variance between variables

(ANOVA) results was tested by using Linear regression model. The summarized result

showed in Table 4.25 below.

Table 4.24b Model Summary for Factors Influencing Organization

Performance
Model Summaryb
Model R R Square Adjusted R Square Std. Error of the Change Statistics
Estimate R Square Change F Change df1
1 .693a .481 .459 .327 .481 21.916 3
a. Predictors: (Constant), Competence/Responsiveness performance /motivation realizer/satisfier factors, Availability performance Measured /
performanceMeasuring factor/Eployee Commitment
b. Dependent Variable: Overall Employees Job Performance(Dependant variable)

Table 4.25: ANOVA Results

ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 7.052 3 2.351 21.916 .000b

 Residual 7.615 71 .107

Total 14.667 74

a. Dependent Variable: motivational factor enhanceing performance

b. Predictors: (Constant), impacted on overall productivity , degree of job satisfaction realized,
extent of enhancing Commitment

ANOVA results of the model, with F value of 21.916 estimated at 3 and 71 degrees of

freedom and with a standard error of 0.107, gave a p value of 0.000 (Table 4.25).This

imply that at a significance level of 5% the explanatory variables are statistically

significant in explaining the organization performance.

Table 4.25 summaries the factors that influence organization performance in the study area.

As indicated in Table above some explanatory variables influences organization

performance at moderate significance level. Of the fifteen independent variables used in

the model eight of them are variables affecting motivational value of the workers at 95%

degree of confidence or have shown impact at 5% significance level.

4.5. Discussion of Findings

4.5.1 Factors Motivating Employees for Better Performance

Motivation packages available to the hospital are ranked by respondents from 1 to

16. The top six most motivating factors are discussed earlier. Maestad (2006) found that

when employees feel their personal needs are met at their workplace they find fulfillment

through performance of their duties. The study also put it that through effective

motivation workers become productive and the company can achieve its optimum

production and reach its desired level of service delivery.

Empirical research and other literature agreed in consensus that Intensive supervision

yields good employees’ performance. However, in this study the majority of respondents

with the majority disagreement to the assertion that supervision yields good performance.

Daneshkohan (2015) from his study found that, the main motivating factors of health
workers were; good management supervisors and manager’s support and working

relationship with colleagues. Ojukuku and Salami (2011) added, non- monetary factors

such as interpersonal relationship, quality of supervision, availability of tools and

equipment to work with, managerial fairness, support for staff welfare and training appear

to play a significant role. This study strongly agreed to this literature. But intensive

supervision without these mentioned above will be nothing for Adama hospital clinical

staff.

This study not rejects the finding that supervision to workers is important and will yield

good result if accompanied with other factors as stipulated above although only few of our

clinical workers believe on supervision for them to perform.

The mostly mentioned motivational factors among employees at Adama were other than

salary increase and promotion. And the most motivating factors on employees’

performance are Recognition and training. Peter (2010) pointed out motivational factors

according to how each factor influence employees to work, promotion had 18.2% and was

ranked number 2 and good salary with 13.6% and it was ranked number 4.

The motivating factors considered Adama Hospital are Promotion, salary and hospital

incentives. Onanda (2015) commented that, employees disclosed that bonuses, promotion

and growth motivate them to increase their performance.

Management of the hospital should offer a competitive motivation packages that will make

the employee to work hard. As per the study findings, workers are aware of the available

motivating opportunities and they are a part of the driving forces for optimum

organizational performance.

Employees of AHMC Hospital do agreed that employees’ promotion is determined with

hard working, experience, and education as it was supported by MOHSW (2014) who

added that promotion and carrier advancement are still rewarded by considering working
experience and education. This should be clear and well known to employees at this

hospital in order to be promoted ; hard working, work experience and education level are

the most determinant factors for them to be promoted and not otherwise.

4.5.2 Relationships between Employees’ Motivation and Organizational

Performance

As seen from table there is a moderate relationship between the motivation packages and

job commitment. Factor analysed result also revealed moderate mean agreement to the

relationship between motivational packages and job commitment. Beside more than

average number of respondents agreed that those motivational factors can increase

employees and in turn organizational productivity by retaining workers at work place.

Respondents also added “employee motivation and organizational performance are

inseparable components to increase performance.". Smith (2008) found that motivated

workforce was more productive and cost savings. Happy motivated employees’ are indeed

better workers and will help to generate a positive work environment that both customers

and employees will appreciate. The motivated worker is more committed to the job and to

the customer. The end results will be effective organization performance and organization

revenue will be seen. (Daniel, 2011) added the low motivation among the clinical staff can

be attributed to the low performance of the clinical staff. Therefore, the study findings give

supporting evidence to those previous researches which came up with similar conclusions.

De motivating factors at Adama hospital are; those discussed as maintenance factors like

working aids, communication from management, poor pay level and lack of promotion.

The management respondents interviewed added, “we are lowly paid and not motivated

enough about the working environment , even we are not paid on time” “Promotion is done

to very few employees only particularly management team stay long without promotion

and even the criteria for one to be promoted is not clear to us. This prove that the study

support the literature viewed as Leshabari (2008) commented, health workers were not
satisfied with their job because of low salary level, lack of promotion opportunities poor

communication and lack of participation in decision making.

Findings from the study shows that a great extent the respondents 66.6% agreed that

moderate extent of motivation packages exist and other 33.3% believes lack of

management support affect AHMC employee performance. The employees are aware that

management is taking initiatives to improve workers motivational packages and offering

good working conditions 41.3% agreed. But still Adama Hospital Medical College

management should come up with good strategies to solve this problem of motivation to

employees. All in all, the study emphasizes on two factor theory and it supports conceptual

frame work of this study.

 CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION

5.1 Summary of Findings

The main objective of this study was to assess the effects of motivation on

organizational performance using the case study of Adama Hospital. The sample size

of the study included 75 respondents who participated. The study findings indicate

that the majority of clinical workers at AHMC hospital were below 30 years of age,

married and they were female nurses.

Three research objectives were analyzed to answer the research questions posed for

the study. The first research objective was to identify the types of motivation

packages given to employees at the hospital. Questionnaires and interview were used

to get the answer of that question. From the study findings motivational packages

were identified such as monetary rewards in terms of allowances, promotion,

supervision, responsibility, training, and others. When asked whether they get any

incentives, majority of workers agreed that they do get incentives.

The second specific objective was to determine the factors that increase motivation

on employees’ job performance in the organization. Growth prospect, job

advancement, responsibility, achievement, recognition, challenges and training

motivate employees most on organizational performance than other motivational

packages offered by AHMC hospital. The most frequently mentioned motivational

factors are achievement and responsibility.

The study found that intensive supervision do not yields good employees’ performance

as most of the respondents prefer work under free will. This implies that workers do

not believe in effective supervision. These findings commented that motivated

employees’ are committed and more productive. Therefore apart from motivation

packages offered to employees, the management of this hospital should offer

employees’ modern working tools for them to perform better.

The third specific objective was to examine the relationship between employee

motivation packages and organizational performance. A good number of respondents

moderately agree that there is a relationship between motivation and organization

performance. The study used Herzberg theory and pointed out that commitment and

intensive communication increase organization productivity than job satisfying factor.

The study revealed that there was a significant and moderate relationship between

motivation packages used in this study and the total employee performance.

5.2 Conclusion

Basing on research objectives, the first objective was to identify type of motivation

packages given to employees at AHMC hospital. Motivation packages offered to the

employees moderate or medium have effects on employees as well as organizational

performance. The second objective of this study was to determine the factors that

increase motivation on employees’ job performance. Adequacy of Motivational

Packages = 2.76, Motivational Package Satisfaction = 3.18, Encouraging factors to

perform (i.e. Motivational factors) = 3.75, and Staff are bothered about motivation to
perform better performance = 3.26. Contribute more on employee’s job performance.

Using Herzberg theory, both hygiene factors and motivational factors has effects on

organization performance. Therefore, the hospital management should focus more on

these factors as suggested by Herzberg to make employees to perform better.

Promotion and training increases makes an individual feel valued and recognized at the

workplace. Recognition and responsibility allowance help workers to earn extra

income from work itself. The combination of motivation factors and hygiene factors to

employees results into organizational performance.

The other objective of this study was to examine the relationship between employees’

motivation packages and organizational performance. The study revealed that, there is

a moderate relationship between motivation and organizational performance,

motivation packages enhance job commitment, it enhances productivity and it

increases organizational job satisfaction.

Conceptual framework of this study and Herzberg theory supported this study and the

objective was achieved.

Based on the findings of this study, it has become clear that motivation influences

organizational performance.

Both Hygiene factor and motivational factors were analysed in this study and showed

significant and moderate relationship with the total performance.

5.3 Recommendations

This study recommends the following to the management of AHMC hospital, policy

makers and other health facilities to use this study finding to improve employee
motivation and organizational performance. The hospital management and human

resources dealing with health workers should focus more on motivational factors

mentioned and avoid de-motivators to attract, retain, motivate employee as it has

positive impact on employees and organization performance.

The hospital management should review and strive to provide the motivational

packages to reduce the level of unsatisfied workers, in order to improve work

performance, since motivated workers perform better than those who are not

motivated. This can lead into increase of organizational performance.

Government hospital Policy makers in general, health facilities in the country and

other leaders should make sure that their company offer competitive motivational

packages to employees that may motivate and encourage the employees to perform

better for the success of the organization and it should be based on the two factor

theory and others. This can reduce strikes at work place and will increase commitment

of employees at work place.

5.4 Limitation of the Study

The major limitation that faced to finish this study, time is one among them. Time for

proposal preparation, data collection, analysis and report writing was not enough;

director of further studies should reconsider this for students to be given enough time

for research work.

The second challenge faced was during administering and collecting questionnaires

and interviewing the respondents. The respondents were not filled and returned on

time, some of questions left black to some questionnaire and some of respondents
refused to be interviewed because of time schedule, this consumed a researcher’s time

to continue with other activity as he had a frame work and time limit for each activity

planned to be done on this study.

Since this study was not sponsored, using own source it was costly for one person.

Money was required from beginning to an end, for example writing up proposal,

questionnaire preparation and administering them to respondents and report writing, a

lot of stationeries were used to finish this study.