POWERPOINT PRESENTATION ON EFFECT OF MOTIBATION ON PERFORMANCE

PERFORMAANCE AND MOTIVATION

1. AN INVESTIGATION INTO THE EFFECT OF MOTIVATION ON JOB PERFORMANCE IN THE PUBLIC SECTOR: A CASE OF TEACHING STAFF OF KIAMBU INSTITUTE OF SCIENCE AND TECHNOLOGY NAME INDEX NUMBER 1. Ruwaidha Hassan 5684 2 . Lydia Jeruto Plaino 5672 3. Jeniffer Mwia Musembi 5675 4. Grace S Chepsergon 5674 5. Getrude Kemunto Miruka 5681 6. Florence Chemtai Komoltochok 5689

2. Background to the Study Many organizations attribute their success on how well the staff are motivated. Internationally , employee motivation is recognized as one of the key functions under human resource management due to its influence on employee and organizational performance (ILO, 2008). According to Lienert (2006), motivation in modem work environment has become an important aspect of employer's duty if the organization's set objectives are to be achieved . Despite the advocacy that motivation is key in every organizations overall performance, motivating employees continues to be a challenge and keeping employees motivated has been an even greater challenge. Today , organizations are under intense pressure to identify and implement programs that will prove effective in improving employee productivity Employee motivation affects productivity and a poorly motivated labour force will be costly to the organization in terms of lower productivity and performance, excessive staff turnover, increased expenses, frequent absenteeism and a negative effect on the morale of colleagues (Elton, 2017). In Kenya, public corporations and public companies are facing serious challenges such as low levels of output, Low levels of employee retention and high costs of recruiting and training new staff. This decrease in performance has been associated with lack of motivation on the staff by the management. Therefore , this study was conducted to investigate the effect of motivation on job performance in the public sector, a case of teaching staff of kiambu institute of science and technology

3. Statement of THE Problem Motivation is one of the key ingredients in employee performance and productivity. Even when people have clear work objectives, the right skills, and a supportive work environment, they would not get the job done without sufficient motivation to achieve those work objectives (Mullins, 2006). Motivation is about giving your staff the right mixture of guidance, direction, resource and rewards so that they are inspired and keen to work in the way you want them to ( Ladhans , 1992 ). Despite this, discontentment has still persisted among employees. This is because the public sector continues to face the problems of de-motivated workers who feel overworked and not appreciated. Therefore , there was need for research on the effect of motivation on job performance in the public sector since motivated workforce will have an increased propensity to work hence increase in productivity to the organization. To address this knowledge gap, this study investigated the effect of motivation on job performance in the public sector, a case of teaching staff of Kiambu institute of science and technology in order to add to the body of knowledge.

4. OBJECTIVES OF THE STUDY General Objective The general objective of this study was to investigate the effect of motivation on job performance in the public sector, a case of teaching staff of Kiambu institute of science and technology. Specific Objectives The specific objectives of this study are: To assess the effect of training and career development on job performance of the teaching staff in Kiambu Institute of Science and Technology To investigate the effect of remuneration on job performance of the teaching staff in Kiambu Institute of Science and Technology. To explore the effect of promotion on job performance of the teaching staff in Kiambu Institute of Science and Technology

5. Research Questions i . What are the effects of training and career development on job performance of the teaching staff in Kiambu Institute of Science and Technology? ii. What are the effects of remuneration on job performance of the teaching staff in Kiambu Institute of Science and Technology? iii. What are the effects of promotion on job performance of the teaching staff in Kiambu Institute of Science and Technology?

6. JUSTIFICATION OF THE STUDY The purpose of the study was to conduct research on effect of motivation on job performance of teaching staff and provide recommendations on improving performance and meeting organizational goals through motivating employees . This study was also carried out in order to add to the existing body of knowledge concerning motivation and performance.

7. Gaps from Review of Related Literature There were conflicting findings with respect to relationship on the effect of motivation on job performance of employees. Some studies revealed that some motivational factors such as remuneration and promotion significantly (positively) affecting performance while others revealing that the relationship is partial or no relationship at all. This study therefore was conducted to contribute to this debate as well as add to the body of knowledge. The conflicting findings were also contributed by the fact that studies used different methodologies. This study used descriptive survey design to add to the debate and see whether similar findings would be replicated.

8. Theoretical Framework This study was based on two theories: MotivatIon theory developed by Armstrong (2005 ) Maslow’s Hierarchy of Needs Theory (1970) .

9. Conceptual Framework Training and career development                   Remuneration       Promotion               JOB PERFORMANCE Of EMPLOYEES   INDEPENDENT VARIABLE. DEPENDENT VARIABLE .

10. Methodology Research design- Descriptive survey research design Location of the study- Kiambu Institute of Science and Technology Kiambu County Target population- 100 teaching staff Sampling Technique- Census method Technique Sample size- 100 respondents Data Collection Instruments- Questionnaires

11. Sampling Technique and Sample size Since the teaching staff were less than 200, all the 100 teaching staff formed the sample of the study. This method is called census method (Leeman, 2016). This sampling method was suited for this study because according to Leeman (2016) if target population is less than 200, then census method can be used to select the sample size where each and every item is selected for data collection. Therefore , all the 100 targeted teaching were included in the sample.

12. Demographic Characteristics of The RESPONDENTS

13. Age of Respondents In Years

14. Gender of Respondents

15. Education Level of Respondents

16. Number of Years Staff Have Worked at Kiambu Institute of Science and Technology

17. Main Findings Objective 1: Effect of Training and Career Development on Job Performance of Teaching Staff . The study found that the average score was (M=3.95, SD=.442). This implied that respondents agreed that training and career development of teaching staff greatly improves their job performance hence leading to increased institution performance.

18. Pearson product moment of correlation between Training and Career Development and Job Performance of Teaching Staff   Teaching Staff Job Performance Training and Career Development Pearson Correlation .947 ** Sig. (2-tailed) .000 N 56 **. Correlation is significant at the 0.01 level (2-tailed). There was a strong relationship between training and career development and teaching staff job performance in KIST (r=0.947, p=<0.005).

19. Objective 2: Effect of Remuneration on Job Performance of Teaching Staff Statement Mean Standard Deviation 1. I am satisfied with the salary that I get 3.85 .638 2. The remuneration packages offered in the institute are adequate in relation to the economic conditions 3.56 1.052 3. I am satisfied with welfare support such as medical insurance offered by my employer 3.84 1.361 4. The retirement/pension scheme I contribute motivates to perform my job better 3.70 1.62 5. High performing employees in each unit gets bonus pay 3.85 1.251 6. I am satisfied with the rate and frequency of salary increment 3.56 1.052 Average 3.75 1.048 The study found that the average score was (M=3.75, SD=1.048). This implied that respondents believed that remuneration they got to a large extent had an effect on their job performance.

20. Pearson product moment of correlation between Remuneration and Job Performance of Teaching Staff   Remuneration Teaching Staff Job Performance Pearson Correlation .411 ** Sig. (2-tailed) .001 N 56 **. Correlation is significant at the 0.01 level (2-tailed). The study found that there was a moderately strong positive correlation (r=0.411; p<0.01) between remunerations and teaching staff job performance. This is an indication that remuneration rewards positively influences the level of teaching staff job performance in the workplace

21. Objective 3 : Effect of Promotion on Job Performance of Teaching Staff Statement Mean Standard Deviation 1. Job promotion cause employees to work outside normal working hours 1.997 .507 2. Job promotion enhance employee competency skill 3.952 1.052 3. Job promotion boost employees’ confidence to perform a particular task 3.887 .580 4. Employees acquire new skills through job promotion 3.942 .442 5. Promotion leads to Increase in responsibilities which results to increase in workload or work volume 3.942 .442 Average 3.55 .642 The study findings revealed that on average, respondents agreed that promotion leads to improved job performance of the teaching staff (mean=3.55; SD=.642).

22. Pearson product moment of correlation between Promotion and Job Performance of Teaching Staff   Remuneration Teaching Staff Job Performance Pearson Correlation .807 ** Sig. (2-tailed) .001 N 56 **. Correlation is significant at the 0.01 level (2-tailed). The study found that there exits very strong positive correlation of (r=0.807, p=0.00) between Job promotion and job performance of teaching staff

23. Summary of Findings The study found that training and career development of teaching staff affects their job performance this was supported by average score (Mean=3.95, SD=.442) from the respondents and this relationship was strong and significant (r=0.947, p=<0.005 ). The study found that remuneration had effect on job performance of teaching staff. This was supported by the average score obtained (M=3.75, SD=1.048). And the relationship was moderate, strong and positive correlation (r=0.411; p<0.01 ). The study findings revealed that on average, respondents agreed that promotion leads to improved job performance of the teaching staff (mean=3.55; SD=.642). This was further confirmed by the correlation test run which revealed that there exits very strong positive correlation of (r=0.807, p=0.00)

24. CONCLUSION Training and career development of teaching staff greatly improves their job performance. Respondents believed that remuneration to a large extent has an effect on their job performance positively. This is because it uplifts their morale. Job promotion has a great effect on job performance on the positive side except where they failed to agree that one need to work for extra hours after promotion.

25. Recommendations The school administration may need to carry out training for staff working within its establishments on a regular basis as it has been revealed that training is a paramount aspect of the staff performance. This will in turn enable the institute to maintain their productivity standards. The administration may need to come up with remuneration scheme for awarding the best performing staff as this will encourage competition and improve work morale which will result to improved performance. The research established that job promotion is a vital factor in performance of employees. The research therefore recommend that a the state department of TVET may need to develop a scheme of service on matters of promotion and ensure implementation is done in order to enhance staff performance.

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