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Motivation and Employee Performance in Organisations, a Case Study of Uganda Revenue Authority (Ura)

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Motivation and Employee Performance in Organisations, a Case Study of Uganda Revenue Authority (Ura) MOTIVATION AND EMPLOYEE PERFORMANCE IN ORGANISATIONS, A CASE STUDY OF UGANDA REVENUE AUTHORITY (URA) BY: MUGUME PAUL 1153-06404-00829 A RESEARCH REPORT SUBMITTEI) TO ~fHE COLLEGE OF 1-IUMANITIES AN1) SOCIAL SCIENCES IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF BACHELORS DEGREE OF PUBLICADMINISTRATION OF KAMAPALA INTERNATIONAL UINVESRSITY OCTOBER, 2018 DECLARATION I, 1V[UGUME PAUL declare that, this Research Report is my own work and has never been produced by anybody else for any award in any institution and that material which is not mine has been fully acknowledged. Signature s.... Date... ~~~ .~.. MUGUME PAUL 1153-06404-00829 APPROVAL This is to satisfy that this Research Report has been done under my supervision and submitted for examination with my approval. ~ Date MR. KATUNGUKA AARON Supervisor DEDICATION I dedicate this report to my dear parents for the love, care and mentorship they have accorded to me throughout my entire life, plus other family members and all those who also stood by me throughout this program and inspired me immensely. ‘U ACKNOWLEDGEMENT First and foremost, 1 \~ould like to thank the Lord Almighty God. who has granted me ~ ith the gift of life, wisdom, knowledge and guidance in my academics and made this rese~trch report a success. I also thank my beloved parents for their parental love, guidance, spiritual, moral and financial support throughout my education. I take this opportunity to express my profound gratitude and deep regards to my SU~CF\ sor Mr. Katunguka Aaron for his exemplary guidance, monitoring and constant encouragement throughout the course of writing my research report. I would also like to extend my sincere appreciation to my guardians for their commitment, financial support and guidance, which he has willingly offered to me through my academics. without him it wouldn’t be a success. I also owe much gratitude to all my lecturers at the college of humanities and social sciences for their moral and career guidance that they accorded to me throughout my stay at the university. Lastly, my special regards to my close friends for moral endless support they have rend~ed to rue. May the almighty God bless them all. iv TABLE OF CONTENTS DECLARATION APPROVAL ii DEDICATION iii ACKNOWLEDGEMENT iv TABLE OF CONTENTS v LIST OF TABLES viii LIST OF FIGURES ix LIST OF ABBREVIATIONS x CHAPTER ONE 1 BACKGKROUND OF THE STUDY I 1.0 Introduction I 1.1 Background of the study 1 .2 Statement of the Problem 6 1 .3 Purpose of the study 7 1,4 Specific objectives 7 1 .5 Research questions 7 1.6 Scope of the study 7 1.6.1 Content scope 7 1.6.2 Geographical scope 8 1.6.3 Time scope 8 1.7 Significance of the study 8 CHAPTER rrwo 10 LITERATURE REVIEW 10 2.0 Introduction 1 0 2.1 Theoretical review 10 2.1.1 Abraham Maslow’s Theory 10 2.1.2 McGregor’s Participation Theory~ 12 2.1.3 Expectancy Theory 1 3 2.2 The forms of employee motivating techniques used by Uganda Revenue Authority? 13 2.3 Factors enhancing employees’ motivation within Uganda Revenue Authority (URA). .. 15 2.4 The effects of motivation on employees’ performance in Uganda Revenue Authority (URA) 18 2.5 Benefits of Motivation to URA employees 22 V 2.6. Conceptual Framework . 23 2.7 Explanation of the Conceptual Framework 2.1 CHAPTER THREE 26 RESEARCHMETHODOLOGY 26 3.0 Introduction 26 3.1 Research design 26 3.2 Population 27 3.2.1 Target Population 27 3.2.2 Sample size 27 3.3 Sampling Procedure 28 3.4 Data Collection Methods 28 3.4.1 Questionnaire 28 3.4.2 Interview guide 29 3.5. Validity and Reliability 29 3.5.1 Validity 29 3.5.2 Reliability 29 3.6. Data gathering procedure 30 3.7. Data presentation and analysis 30 3.8 Ethical considerations 30 3.9. Limitations and problems encountered 31 CHAPTER FOUR 32 PRESENTATION, INTERPRETATION AND DISCUSSION OF THE FINDINGS 32 4.1 Introduction 32 4.2 Descriptive characteristics of the respondents 32 4.2.1 Distribution of respondents by gender 32 4.1.2 Age category of the respondents 33 4.1.3 Distribution by marital status 34 4.1.4: Distribution of Respondents by Level of Education/Qualification 35 4.3 The forms of employee motivating techniques used by Uganda Revenue Authority 36 4.5 The effects of motivation on employees’ performance in Uganda Revenue Authorii.y (URA) 39 CHAPTER FIVE 41 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 41 5.0 Introduction 41 vi 5.1. Discussion of the Findings . 41 5.1.1 Findings onthe forms of 41 5.1.2 Findings the Factors enhancing employees’ motivation within Uganda Revenue Authority (URA) ‘12 5.1.3 Findings on the effects of motivation on employees’ performance in Uganda Revenue Authority (URA) 5.2 Conclusion 44 5.3 Recommendations 45 5.5 Areas for further research 45 REFERENCES 46 APPENDICES 52 APPENDIX I: QUESTIONAIRES 52 APPENDIXII 55 APPENDIX III: BUDGET 55 APPENDIX III: TIME FRAME 56 vii LIST OF TABLES Table 1: Showing the Sample Size and population distribmion 2$ Table 2: Gender distribution of respondent 32 Table 3: Age distribution respondents in Uganda Revenue Authority 33 Table 4. Distribution of Respondents by Marital Status 34 Table 5: Showing Respondents Education 35 Table 6. The forms of employee motivating techniques used by Uganda Revenue Authorit~ 36 Tab Ic 7. Factors enhancing employees’ motivation within Uganda Revenue Authority (URA) 3$ Table 8. The effects of motivation on employees’ performance in Uganda Revenue Authority (URA) 39 VIII LIST OF FIGURES Fig 1: Gender of Respondents 33 Fig 2: Age category of the respondents 34 Figure 3. I)istribution of Respondents by Marital Status 35 Fig 4: Distribution of the respondents to the study by education levels 36 Figure 5. The forms of employee motivating techniques used by Uganda Revenue Authority 37 Figure 6. Factors enhancing employees’ motivation within Uganda Revenue Authority (URA) 39 ix LIST OF ABBREVIATIONS GDP Gross I)omestic Product MBO Management by Objectives NPM New Public Management SSA Sub Saharan Africa U RA Uganda Revenue Authority x ChAPTER ONE BACKGKROUND OF THE STUDY 1.0 Introduction This chapter presents the background of the study, statement of the problem. purpose of the study, objectives of the study. research questions, and scope of the study and signilicance of the study. 1.1 Background of the study According to Pate (1998) the study of motivation is concerned, basically, with why people behave in a certain way. The basic underlying question is ,,why do people do what they do? Kovach (1980) states that despite numerous studies done on motivation, managers still are not close to understanding employees” motivation than their colleague more than lift~ ~ cars ago. Motivation is something that moves the person to action and continues him the cause of action already initiated. Motivation has the role to develop and intensify the desire of every member of the organization to work effectively and efficiently in his position. Even though money occupies a major place in the mix of motivators. money alone cannot motivate employee well to work unless it is coupled with other non-monetary motivators (Frey and Osterloch, 2002). Performance is an evaluation of the results of a person”s behaviour. It involves determining how well or poorly a person has accomplished a task or done a job. Motivation is only one factor among many that contributes to an employee”s job performance. All thing being equal, one would expect a highly motivated teacher or an oflicer would deliver high-quality teaching or service than those poorly motivated teacher or officer. All things however, are not always equal because so many factors affect performance factors such as personality. the difficulty of the task, availability of resources and working conditions. To attain high levels of performance as an employee and manager, you must be sure that you and your employees have the ability, motivation and the resources to meet objectives. When performance is not at the standard level or above, you must determine which performance factor needs lu he improved and improve it (Lussier, 2005). Studies on motivation depicts that there are several ways to motivate employees. These are known as theories, which can be divided into two categories. They are the content theories and the process theories. The content theory focus on what motivates employees and ii. was propounded by eminent writers such as Maslow (1946). McClelland (1988) and llerzberg 1 (1968). Vroom (1969), Adams (1965), Locke and Latham (1990) are the proponents of the process theories and they focus on how motivation occurs. Reis and Pena (2001) question whether motivating people to work in the 21St century with theories conceived durin~ thc past 100 years are likely to be infeasible. They conclude that the core message is that managers should reconsider the out-dated motivational patterns utilised to maintain role performance in organisations and adopt a fresh motivation formula for the 21 st century based on friendship, work and respect. however. Chartered Management Institute (2001) checklist maintains that these theories are still valid today. Even though the two theories are complementary, they are in a way opposite and their differences leads others to conduct further studies on motivation. This led to a number of ways through which employees could be motivated to increase performance. Several writers such as Roche and Mackinnon (I 970) and others such as Mayfield et al (1998) suggest that leadership styles and freedom given to employees are significant in motivating employees. Luthans and Stajkovic (2000) and Armstrong and Murlis (2004) held the view that recognition can be used to motivate worker to perform well whilst Oldham and Hackman (2010), Lawler (1969) argued that job design has an important role to play in employees behaviour.
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