Rift Valley University

Department of MBA
Course Title: International Business Management

Title: - Impact of Motivation Strategies on Employee-Management Relationship: A Case Study of

Group Members
1. Iyasu Etefa ---------------------- Id.No 0015/21
2. Makate Teshome------------------ Id.No
3. Eyob Eshete ---------------------
4. Waktole Wega--------------------
5. Burtukan Bulto------------------
6. Tadesse Belay -------------------
7. Wayneshet Dereje----------------

Submitted to: Dr, Chalchissa Amentie Kero

LIST OF AUTHORS

 Chalchissa Amentie, Assistant Professor, Jimma University, College of Business and Economics,
Department of Management.
 Zerihun Ayenew, PhD Student, Jimma University, College of Business and Economics,
Department of Management.

February20, 2023

Addis Ababa
 1. Introduction of Article review
Employees-management relationship is the key solution for organizational effectiveness and efficiency. And
the relationship between employee motivation and the amount of courtesy displayed was stronger in the more
interrelated employee management relationship. As per Wagner (2006, p.62) determined that a primary factor in
employee management relationship and loyalty to that employer is the employee’s relationship with his or her
immediate supervisor. Most employees want to be proud of their organizations, to have a good relationship with
other employees and managers and to believe they have worthwhile jobs. Many factors influence both individuals
and groups in organizations, but not all are considered when trying to understand the relation of people at work. In
fact, employee–employer and employee– organization relationships are part of a business’s internal relationship
management. Much research regarding this internal relationship management has focused on organizational
behavior/theory and human resource management. Kidwell et al., (1997; p.71) stated that in organizational
behavior and theory, employee motivation are implemented in organizations in order to measure employee
management relationship and organizational commitment. Lewin (2001; p.34) presents an analysis of industrial
relations (IR) and human resource (HR) perspectives on conflict in the employment relationship. IR’s premises
about such conflict are that it stems from an employer–employee power imbalance, is enduring and often requires
institutional interventions in the form of legislation to correct the power imbalance. This show as managers’
premises about employment relationship conflict are from poor management can be partially reduced by
organizational and employee motivations that build an employer–employee unity of interests. These premises are
then examined in this paper in relation to case and empirical evidence on different factors of employee-
management relationship.
2. Purpose of the article
The purpose of this study was aimed at assessing impacts of motivation strategies’ on the employee-
management relationship (EMR), in order to enhance the service (productivity) of the organization through
smooth relationship between employer and employees identifying the major factors affecting the workers against
any relations or conditions in the University. In terms of theoretical significance, these studies help to fill the gap
in the body of knowledge in the practices of EMR different Universities. The study encompassed both managers
and non-managers employees. The crosssectional, descriptive and inferential design with field study was used in
the study. Accordingly, 327 samples of respondents’ from 3494 population were taken including both academic
and non-academic employees. The study used mainly primary data and secondary data. Pertaining to data analysis
the researchers used both qualitative and quantitative data analysis techniques mainly descriptive analysis using
percentages, tables and graphs deployed. For inferential statistics, chi-square and Cramer’s V were used to
investigate the statistically significant difference and strength of association between managers’ and
nonmanagers’ responses respectively. The finding of this study shows, even though there is motivation in the
University not both managers and nonmanagers bodies equally satisfied. As per the chi-square test made
(p<0.001), there is statistically significance difference between managers and nonmanagers respondents believe
about inspire of employees by the University. Finally, the researchers recommended that, it is advisable for the
 university to create a smooth employee-management relationship at workplace by improving motivation
strategies’ and reward system and as it needs further research.
3. Statement of the Problem
Employee-management relationship and motivation strategies’ any organization has direct relationship because
EMR can be highly affected by motivation strategies’. As per a study of International Labor Organization (ILO)
(2007, p.32) found that in the Universities of different countries, in particular, the employment relationship is not
just predominant, because of ineffective communication, less motivation and unfair-promotion of employees that
have led to bad employee-management relationship conditions as well as less stability and greater numerical
flexibility of labors. The reality of work without any prospect of stability or promotion can ultimately make workers
lose their commitment to any organization and contribute to an increasing and problem of employee management
relationship. As per finding of Mulualem (2010, P.68-71) there is low recognize and reward for effective employees
in the University. As fact, there are times where by some managers do not practice much in effective motivation of
workers to produce high manager-employee relationship. In general, lack of smooth employee management
relationship can affect both employees and employer, to the extent that it undermines productivity and distorts
competition between Universities, both at national and international level. Hence, this research was set to
investigate the impacts of motivation strategies’ employee-management relationship in Jimma University. That is it
has tried to respond the following basic questions. What is the impact of employee motivation strategy on
employee-management relationship? Is there good scheme of promotion of employees in the University? Is there
good reward or incentive system in the University?
4. Objectives of the study
The main objective of this study is to assess an analysis the impacts of motivation strategies’ employee -
management relationship in the Jimma University.
Specific objectives
More specifically, the study aims at the following objectives
 To analyze the impact of employee motivation strategy on employee management relationship.
 To assess the scheme of promotion in the University.
 To evaluate the reward or incentive system by the University
5. Research Methodology
The cross-sectional design with field work was used in the study. The study manipulated descriptive and causal
research methods one after the other. Descriptive method was used to investigate the major factors that affect
employee management relationship in the University while causal research was used to check the impacts of
variables (factors) on employeemanagement relationship. In this study the researchers took stratified random
sampling technique. The criterion for creation of strata was position level. Two strata namely managers and non-
managers had been used. Since the managerial staff is very limited and non-managers staff is high; the variance
of these two strata is unequal (disproportional stratified was used). Further for both strata, simple random
 sampling was proposed. As the study comprises of two strata, a reasonable sample size from each strata was
taken up to cover a large sample out of 3354 non-managers (subordinates) 277 respondents while on the
managers side, out of 140 lower, middle and top level managers 50 respondents were selected as a sample
representative. Totally out of 3494 employees 327 samples had taken. For the study both primary and secondary
sources of data were used:
Primary data: For the purposes of this research, survey, interview and focus group discussion were used to
gather the necessary information.
Secondary data: These include all types of published and unpublished, public or private documents and other
such types of information. Such as books, documents, Journals, articles, different past researches, reports of the
company and online material (Internets).
6. Method of Data Analysis
The processed data was analyzed by using Excel and statistical package for social sciences (SPSS) Version
16. The researchers used inferential analysis like; chi-square and Cramer’s V test to investigate statistically
significant difference between managers and non-managers and to check the strength of association between these
two groups of variables (Argyrous,2005, p.316 and Meorgen, 2007, pp.103-104). Vital qualitative information
obtained during focus group discussion and informal interview is used to substantiate the qualitative result.
7. Empirical results
This section the analysis and the interpretation of the various data collected through the use of questionnaires,
focus group discussion and interviews. In order to be able to investigate and analysis the employee-management
relationship in the University; questionnaires were distributed to both manager and non-managers bodies to
randomly selected members of the staffs, interviews were conducted with some managers in the University and
while focus group discussion were made with some employees in order to cross check the empirical results. In this
study the student researcher considered 50 managers and 277 non-managers as a subject of the study and
questionnaires which were designed properly distributed for both employees and management bodies. Regarding
the response rate of the questionnaire only 48 (96%) from managers and 270(97.47%) from side of non-managers
respondents properly completed questionnaires were returned. The remaining 2 (4%) questionnaires from
managers and 7(2.53%) questionnaires from non-managers side were not properly completed and returned back
which are immaterial. That means these could not affect the result of the study since sample sizes of the population
are large. Thereafter, the collected data on impacts of motivation on employee-management relationship were
analyzed as the following fashion. Employee Motivation Strategy and Its Impact on Employee-Management
Relationship (EMR) Work motivation strategies employed by managers in an organization have many impacts on
EMR. Employee motivation is one of the strategies of managers to enhance effective job performance among
workers in organizations and is a basic psychological process. According to (Allen, 1986, p.34) motivation efforts
directed towards improving company operations. To be effective, however, every organization leads to be also
being designed to show benefits to the employee. In fact, motivating is the work managers perform to inspire,
 encourage and impel people to take action. The following table summarizes the summary of respondents whether
the university inspires employees to do their best level.
8. Conclusion
In any organization, employee-management relationship (EMR) is a vehicle for the regulation of employment
relations. This recognizes the imperative of managerial strategy as a factor in shaping the employment relationship
system. With this belief the University devised; employee motivation strategies, promotion scheme,
reward/incentive system. Though, the University sets diversified schemes still there are some gaps in implementing
the schemes into practice, rather a kind of rule of thumb which was carried on in the University. Motivation is the
means managers use to inspire, encourage and push workers to take action. Even though, there is motivation in the
University not both managers and non- managers respondents equally satisfied. Incentives are usually defined as
tangible rewards that are given to those who perform at a given level and University’s reward system is a
significant situational factor that influences employees– management relationship. Here, there is poor reward
system that negatively affects EMR in the University. Such trend may hamper the smooth employeemanagement
relationship in the University. Employees are clear with promotion ladders as well as they have great appreciation
for scheme of promotion in the University that implies existence of transparency and fairness with promotion
system. Therefore, creating of smooth EMR at workplace is a function of having integrated effort of University’s
managers.
9. Recommendation
Based on the finding of the study the following recommendations were forwarded:
Employees’ motivation strategies employed by managers in any organization have great impact on employee
management relationship. Motivation strategy immediate influence on the direction and persistence of action of
employees. A motivated employee is a loyal employee and to be loyal implies that the employee supports the
actions and objectives of the companies. Here, there are low positive impacts of motivation of employees in the
University. Hence, in order to more maintain smooth relationship between employees and management the
University advised as it introduces motivation strategy that could maintain the moral of employees. Like
employees’ benefit has to be appropriately implemented as per the rules of the University (such as: housing service,
medical service, transportation services and e.t.c). In any organization rewards system; particularly extrinsic
rewards are powerful factors pushing employee–management relationship at workplace. Poor reward system exist in
the University that could negatively affects EMR. This can results; low morale, declining productivity; high
employee turnover; increasing number of grievances; higher incidence of absenteeism and tardiness. Therefore, it is
advisable for the University to improve its reward system and to use fair incentive. Such as; praise or positive
feedback and money for effective employees. Every company’s promotions are regular prizes offered to encourage
more effort at the lower levels, properly reward the promoted and sort employees into more senior jobs that had
better match their relative abilities and accumulated human capital which directly influences employee-management
relationship at workplace. Transparency of a promotion system depends on clear communication about the scheme
that positively affects employee management relationship in the companies. A fair scheme of promotion relative
equal treatment of employees by their employer. Scheme of promotion in the University is transparent and fair.
Since it is advantageous for the University if it keep up the scheme but also tries to improve more to have good
EMR at workplace.
10. Evaluation of the Article
Theory discussed in the article is about the impact of motivation strategies in employee-
management relationship in case of Jimma University. The comparison about the theory of the
motivation and employee relationships is that the relation the key solution for a university’s
effectiveness and efficiency. There is also strong relationship between the two theories.
Motivated employees want to be proud of their organizations. Employee motivation theories
implemented in organizations in order to measure employee-management relationship and
organization commitment.
From the above theories the outers argues supporting the theories devising such as employee
motivation strategies, promotion scheme, and reward/incentive system but there is a gap in
implementing the system into practice, rather a kind of rules of thumb which was carried on in
the university. In practice there is a poor reward practice that negatively affects employee
management relationships at the university. The article articulate there points of employee
motivation strategy these are transparency of promotion, reward/incentive system and aspiration
scheme. From the discussed points according to research two of them mean that from aspiration
and transparency of promotion point of view majority of respondents reflect positive view and
the other one reward/incentive system negative view that means there is no good practice of
reward system at the university. So from conclusion it is discussed in the way all of EMR
strategies are practiced in a good way but there is a limitation on implementing so the conclusion
of the article and findings aligned in the same way.
11. Comments on the Article
From the article we have seen that the outers discussed about the effectiveness of the
organization can be influenced by the relationship between managers and employees of the
organization.so in the Jimma University the relationship strategies discussed very well. The way
to minimize the conflict of interest were also discussed in a brief way but if not possible in this
way what can an organization can do or other options rather than the theories are not discussed
such as improving by awareness on the situation are mot explained in the article. The university
should aware not only the organization responsibility but also what obligation expected from the
staff must be addressed.
12. Strengths and Limitation/weakness of the article
12.1 Strengths
 The article briefly explain the statement of the problem
 From the statement of the problem both general and specific objectives are discussed
very well
 To have smooth relationship what an organization must follow principles are also
explained
 The conclusion of the article fit with findings of the research
 There also solution of the statement of problem discussed at the recommendation part of
the article.

12.2 Weakness of the article

 In this article I couldn’t got the other prevention method of solving the EMR strategies
while implementing.
