THE ROLE OF EMPLOYEE MOTIVATION IN ENHANCING ...

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THE ROLE OF EMPLOYEE MOTIVATION IN ENHANCING

ORGANISATIONAL PERFORMANCE: THE CASE OF

VODACOM COMPANY

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ORGANISATIONAL PERFORMANCE: THE CASE OF

VODACOM COMPANY

By

Erick Charles Marupa

A Research Proposal Submitted in Partial Fulfilment of the Requirements for

the Degree of Master of Business Administration in Corporate Management

(MBA-CM) of Mzumbe University – Dar- Es- Salaam Campus.

2014

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CERTIFICATION

We, the undersigned, certify that we have read and hereby recommend for

acceptance by the Mzumbe University, a Dissertation entitled: The Role of

Employee motivation in Enhancing Organizational Performance in partial

fulfillment of the requirements for award of the degree of Master of Business

Administration in Corporate Management (MBA - CM)

of Mzumbe University.

_________________________

Major Supervisor

_________________________

Internal Examiner

Accepted for the Board of ………………………

___________________________________________

CHAIRPERSON, FACULTY/DIRECTORATEBOAR

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DECLARATION

AND

COPYRIGHT

I, Erick Marupa declare that in my own work. It has not been and will not be

presented for any other course of study. I confirm that appropriate credit has been

given where reference has made to the work of others.

©2014

No part of this dissertation may be reproduced, stored in any retrieval system, or

transmitted in any form or by any means without prior written permission by the

author or University.

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ACKNOWLEDGEMENT

This research is the result of the support, goodwill of a number of people, who all

deserve my sincere thanks. First and foremost, I offer my deep, sincere and painfully

inadequate thanks to my supervisor Dr Andrew Sulle for his inspiration, guidance,

enthusiasm and almost infinite patience. I will be forever influenced by incisive wit,

tenacity and clarity of thought, and I count myself most fortunate to have afforded

both his instruction and his friendship.

Heartfelt thanks to my friend and colleague Mr Joseph for his indispensable

optimism, challenging discussion, pragmatic advice and perpetual good humor.

Similarly, the academic staffs of Mzumbe University of Tanzania particularly

Masters of Business Administration Department for their counsel and claiming

influence cannot go unrecognized. Thanks for helping me across the line. Live long

and prosper.

Last but not least, I would wish to express very special thanks to my family, whose

forbearance and encouragement can never be forgotten, especially my beloved

parents Mr & Mrs Charles Marupa for enduring more than they could have possibly

anticipated yet not once wavering in their approbation.

“Thank You”.

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ABSTRACT

A study on the role of employee motivations in enhancing organisational

performance was done at Kinondoni Municipal Council in Dar-Es-Salaam City; the

general objective was to assess the role of employee motivations in enhancing

organisational performance. The specific objectives were; to determine the effect of

employee motivation on organizational performance; to identify types of motivators

for telecommunication employees; and, to determine the best employee motivational

techniques for organisational performance.

The study used a case study design at Vodacom Tanzania Limited at head office Dar-es-

Salaam within which valuable information was gathered. Questionnaire technique of data

collection was used in this study whereby, paper and pen approach was used for clear

interpretations of concepts that were seen to be complicated for respondents to understand.

Data analysis was done through the aid of computer software Excel and Statistical

Package for Social Scientist (SPSS) based on the research objectives.

Generally, the current study revealed that, respondents surveyed in this study agreed

that, employee motivations real determine organisational performance, employee

motivations in enhancing organisational performance in the telecom companies have

satisfactory results, the leading types of motivators identified to be good salary,

promotion and career development, the effectiveness of employee’s motivators used

by telecom companies are satisfactory, the leading techniques used to motivate

employees were identified to be staff training, medical and mobile allowances, the

effectiveness of the current employee motivational techniques were found to be

satisfactory.

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TABLE OF CONTENTS

CERTIFICATION ...................................................................................................... i

DECLARATION ........................................................................................................ ii

ACKNOWLEDGEMENT ........................................................................................ iii

ABSTRACT ............................................................................................................... iv

TABLE OF CONTENTS ........................................................................................... v

CHAPTER ONE ...................................................................................................... 41

1.1 Background Information ...................................................................................... 41

1.2 Statement of the Problem ................................................................................... 106

1.3 Study Objectives ................................................................................................ 117

1.3.1 General objective ............................................................................................ 118

1.3.2 Specific Objectives.......................................................................................... 118

1.4 Research Questions ............................................................................................ 128

1.5 Significance of the Study ................................................................................... 128

1.6 Limitation of the study ....................................................................................... 129

1.7 Scope of the study .............................................................................................. 139

1.8 Definition of Concepts ....................................................................................... 139

1.8.1 Telecommunication ......................................................................................... 139

1.8.2 Motivation ..................................................................................................... 1310

1.8.3 Employee Motivation .................................................................................... 1410

1.8.4 Organisatinal Performance ............................................................................ 1410

CHAPTER TWO ................................................................................................. 1511

LITERATURE REVIEW .................................................................................... 1511

2.1 Introduction .................................................................................................. 1511

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2.2 Theoretical Review ....................................................................................... 1511

2.2.1 Motivation Theories .................................................................................. 1511

2.2.1.1 Maslow’s hierarchy of needs theory ...................................................... 1612

2.2.1.2 Herzberg’s Motivation Theory ............................................................... 1713

2.2.1.3 Fifty-Fifty Theory ................................................................................... 1814

2.3 Empirical Review ............................................................................................. 1915

2.3.1 Employee Motivation on Organizational Performance ............................. 1915

2.3.2 Types of Motivators for Telecommunication Employees ......................... 2116

2.3.2.1Financial Motivation ............................................................................... 2117

2.3.2.2Non-Financial Motivation ....................................................................... 2117

2.3.3.Employee Motivational Techniques .......................................................... 2218

2.4 Conceptual Framework ................................................................................ 2521

Figure 1.1: The Conceptual Framework for the study ........................................... 2621

2.5 Knowledge Gap ............................................................................................ 2622

CHAPTER THREE ............................................................................................. 2723

RESEARCH METHODOLOGY ....................................................................... 2723

3.1 Introduction ............................................................................................. 2723

3.2 Rationale .................................................................................................. 2723

3.3 Research design ....................................................................................... 2823

3.4 Area of the study .......................................................................................... 2824

3.4.1 VODACOM Tanzania Limited ................................................................. 2824

3.4.2 VODACOM Tanzania Limited Profile................................................ 2924

3.6 Sampling Design ......................................................................................... 3026

3.7 Sampling and Sample size .......................................................................... 3126

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3.7.1 Purposive Sampling ...................................................................................... 3126

3.8 Methods of Data Collection ........................................................................ 3127

3.8.1 Primary Sources of Data ...................................................................... 3127

3.8.2 Secondary Sources of Data .................................................................. 3227

3.9 Tool for data collection .................................................................................... 3227

3.9.1 Questionnaire ...................................................................................... 3228

3.10 Data Analysis and Interpretation ................................................................. 3328

3.11 Ethical Consideration .................................................................................. 3328

CHAPTER FOUR ................................................................................................ 3430

DATA PRESENTATION ANALYSIS AND DISCUSSION ........................... 3430

4.1 Introduction ...................................................................................................... 3530

4.2 Characteristics of Respondents ........................................................................ 3530

4.2.1 Gender ....................................................................................................... 3530

4.2.2 Age ............................................................................................................ 3631

4.2.3 Marital Status ............................................................................................ 3732

4.2.4 Level of Education .................................................................................... 3833

4.2.5 Occupational Status ............................................................................. 4034

4.3 The Effect of Employee Motivation on Organizational Performance ............. 4136

4.3.1 The Results of Employee Motivation in Enhancing Organizational

Performance in the Respective Organization ..................................................... 4338

4.4 Types of Motivators for Telecommunication Employees ................................ 4640

4.5 Effectiveness of Types of Motivators .............................................................. 5044

4.6 Techniques Used to Motivate Employees in the Respective Company ........... 5246

4.7 Effectiveness of the Current Employee Motivational Techniques .................. 5650

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CHAPTER FIVE .................................................................................................. 6054

SUMMARY, CONCLUSION ............................................................................. 6054

5.1 Introduction ...................................................................................................... 6054

5.2 Summary of the study ................................................................................... 6054

5.3 Conclusion .................................................................................................... 6155

REFERENCE ................................................................................................... 6357

CERTIFICATION ...................................................................................................... i

CHAPTER ONE ........................................................................................................ 1

Figure 1.1: The Conceptual Framework for the study ......................................... 21

2.5 Knowledge Gap .................................................................................................. 22

CHAPTER THREE ................................................................................................. 23

RESEARCH METHODOLOGY ........................................................................... 23

3.1 Introduction ................................................................................................... 23

3.2 Rationale ........................................................................................................ 23

3.4 Area of the study ................................................................................................ 24

3.6 Sampling Design ............................................................................................ 26

3.7.1 Purposive Sampling ........................................................................................ 26

3.8 Methods of Data Collection .......................................................................... 27

3.10 Data Analysis and Interpretation ................................................................ 28

3.11 Ethical Consideration ................................................................................... 28

CHAPTER FOUR .................................................................................................... 30

DATA PRESENTATION ANALYSIS AND DISCUSSION ............................... 30

4.1 Introduction ........................................................................................................ 30

4.2 Characteristics of Respondents ......................................................................... 30

4.2.1 Gender .......................................................................................................... 30

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5.1 Introduction ........................................................................................................ 54

LIST OF TABLE

CERTIFICATION ......................................................................................................................... iii

DECLARATION ....................................................................................................................... iiiiii

ACKNOWLEDGEMENT ........................................................................................................ iiiiiiiii

ABSTRACT ........................................................................................................................... iviviv

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TABLE OF CONTENTS ............................................................................................................. vvv

CHAPTER ONE ...................................................................................................................... 411

1.1 Background Information ................................................................................................ 411

1.2 Statement of the Problem ........................................................................................... 1066

1.3 Study Objectives .......................................................................................................... 1177

1.3.1 General objective ...................................................................................................... 1188

1.3.2 Specific Objectives .................................................................................................... 1188

1.4 Research Questions ..................................................................................................... 1288

1.5 Significance of the Study .............................................................................................. 1288

1.6 Limitation of the study ................................................................................................. 1299

1.7 Scope of the study ....................................................................................................... 1399

1.8 Definition of Concepts ................................................................................................. 1399

1.8.1 Telecommunication .................................................................................................. 1399

1.8.2 Motivation ............................................................................................................. 131010

1.8.3 Employee Motivation ............................................................................................ 141010

1.8.4 Organisatinal Performance ................................................................................... 141010

CHAPTER TWO ............................................................................................................... 151111

LITERATURE REVIEW ...................................................................................................... 151111

2.1 Introduction ............................................................................................................. 151111

2.2 Theoretical Review ................................................................................................... 151111

2.2.1 Motivation Theories .............................................................................................. 151111

2.2.1.1 Maslow’s hierarchy of needs theory .................................................................. 161212

2.2.1.2 Herzberg’s Motivation Theory ........................................................................... 171313

2.2.1.3 Fifty-Fifty Theory ................................................................................................ 181414

2.3 Empirical Review ...................................................................................................... 191515

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2.3.1 Employee Motivation on Organizational Performance ........................................ 191515

2.3.2 Types of Motivators for Telecommunication Employees ..................................... 211616

2.3.2.1Financial Motivation ........................................................................................... 211717

2.3.2.2Non-Financial Motivation ................................................................................... 211717

2.3.3.Employee Motivational Techniques ..................................................................... 221818

2.4 Conceptual Framework ............................................................................................ 252121

Figure 1.1: The Conceptual Framework for the study ................................................... 262121

2.5 Knowledge Gap ........................................................................................................ 262222

CHAPTER THREE ............................................................................................................. 272323

RESEARCH METHODOLOGY ........................................................................................... 272323

3.1 .......................................................................................................................... Introduction

....................................................................................................................................... 272323

3.2 ............................................................................................................................... Rationale

....................................................................................................................................... 272323

3.3 .................................................................................................................... Research design

....................................................................................................................................... 282323

3.4 Area of the study ...................................................................................................... 282424

3.4.1 VODACOM Tanzania Limited ................................................................................ 282424

3.4.2 .................................................................................. VODACOM Tanzania Limited Profile

....................................................................................................................................... 292424

3.6 .................................................................................................................... Sampling Design

....................................................................................................................................... 302626

3.7 ..................................................................................................... Sampling and Sample size

....................................................................................................................................... 312626

3.7.1 Purposive Sampling ............................................................................................... 312626

3.8 .................................................................................................. Methods of Data Collection

....................................................................................................................................... 312727

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3.8.1 ................................................................................................... Primary Sources of Data312727

3.8.2 ............................................................................................... Secondary Sources of Data

....................................................................................................................................... 322727

3.9 Tool for data collection ............................................................................................ 322727

3.9.1 ................................................................................................................... Questionnaire

....................................................................................................................................... 322828

3.10 ........................................................................................ Data Analysis and Interpretation

....................................................................................................................................... 332828

3.11 .......................................................................................................... Ethical Consideration

....................................................................................................................................... 332828

CHAPTER FOUR .............................................................................................................. 343030

DATA PRESENTATION ANALYSIS AND DISCUSSION ....................................................... 343030

4.1 Introduction ............................................................................................................. 353030

4.2 Characteristics of Respondents................................................................................ 353030

4.2.1 Gender .................................................................................................................. 353030

Table: 4.2.1: Gender of respondents .................................................................. 353030

4.2.2 Age ........................................................................................................ 363131

Table: 4.2.2: Age of respondents ....................................................................... 363131

4.2.3 Marital Status ........................................................................................ 373232

Table: 4.2.3: Marital Status of respondents ....................................................... 383333

4.2.4 Level of Education ................................................................................ 383333

Table: 4.2.4: Level of Education of respondents ............................................... 393434

4.2.5 Occupational Status ......................................................................... 403434

Table: 4.2.5: Occupational Status * Companies’ Name Cross tabulation ......... 403535

4.3 The Effect of Employee Motivation on Organizational Performance ......... 413636

Table: 4.3.6: Employee motivation determine organizational Performance...... 413636



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Performance in the Respective Organization ................................................. 433838

performance * Companies’ Name Cross tabulation........................................... 443838

Table: 4.3.7: Result of employee motivation in enhancing organisational

performance * Companies’ Name Cross tabulation........................................... 443838

4.4 Types of Motivators for Telecommunication Employees ............................ 464040

tabulation ............................................................................................................ 474141

Table: 4.4.8: Types of motivators for telecom employees * Companies’ Name Cross

tabulation ............................................................................................................ 474141

4.5 Effectiveness of Types of Motivators .......................................................... 504444

Table: 4.5.9: Effectiveness of Motivators .......................................................... 504444

4.6 Techniques Used to Motivate Employees in the Respective Company ....... 524646

Companies’ Name Cross tabulation ................................................................... 534747

Table: 4.6.10: Techniques used to motivate employees in the organisation *

Companies’ Name Cross tabulation ................................................................... 534747

4.7 Effectiveness of the Current Employee Motivational Techniques .............. 565050

Table: 4.7.11: Effectiveness of motivational techniques within the organisation

............................................................................................................................ 565050

CHAPTER FIVE ................................................................................................ 605454

SUMMARY, CONCLUSION ........................................................................... 605454

5.1 Introduction .................................................................................................. 605454

5.2 Summary of the study ............................................................................... 605454

5.3 Conclusion ................................................................................................ 615555

REFERENCE ................................................................................................. 635757

























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LIST OF FIGURE

Figure 1.1: The Conceptual Framework for the study ....................................... 262121

2.5 Knowledge Gap ............................................................................................ 262221

CHAPTER THREE ............................................................................................ 272323

RESEARCH METHODOLOGY ....................................................................... 272323

3.1 Introduction ............................................................................................. 272323

3.2 Rationale ................................................................................................. 272323

3.4 Area of the study .......................................................................................... 282424

3.6 Sampling Design ..................................................................................... 302626

3.7.1 Purposive Sampling .................................................................................. 312626

3.8 Methods of Data Collection .................................................................... 312727

3.10 Data Analysis and Interpretation ............................................................. 332828

3.11 Ethical Consideration .............................................................................. 332828

CHAPTER FOUR .............................................................................................. 343029

DATA PRESENTATION ANALYSIS AND DISCUSSION ........................... 343029

4.1 Introduction .................................................................................................. 353030

4.2 Characteristics of Respondents .................................................................... 353030

4.2.1 Gender ....................................................................................................... 353030

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5.1 Introduction .................................................................................................. 605454

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ORGANISATIONAL PERFORMANCE: THE CASE OF VODACOM

COMPANY

By

Erick Charles Marupa

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A Research Proposal Submitted in Partial Fulfilment of the Requirements for

the Degree of Master of Business Administration in Corporate Management

(MBA-CM) of Mzumbe University – Dar- Es- Salaam Campus.

2014

ABSTRACT


performance was done at Kinondoni Municipal Council in Dar-Es-Salaam City;

the general objective was to assess the role of employee motivations in

enhancing organisational performance. The specific objectives were; to

determine the effect of employee motivation on organizational performance; to

identify types of motivators for telecommunication employees; and, to

determine the best employee motivational techniques for organisational

performance.

The study used a case study design at Vodacom Tanzania Limited at head office

Dar-es-Salaam within which valuable information was gathered. Questionnaire

technique of data collection was used in this study whereby, paper and pen

approach was used for clear interpretations of concepts that were seen to be

complicated for respondents to understand. Data analysis was done through the

aid of computer software Excel and Statistical Package for Social Scientist

(SPSS) based on the research objectives.





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Generally, the current study revealed that, respondents surveyed in this study

agreed that, employee motivations real determine organisational performance,

employee motivations in enhancing organisational performance in the telecom

companies have satisfactory results, the leading types of motivators identified to

be good salary, promotion and career development, the effectiveness of

employee’s motivators used by telecom companies are satisfactory, the leading

techniques used to motivate employees were identified to be staff training,

medical and mobile allowances, the effectiveness of the current employee

motivational techniques were found to be satisfactory.




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CHAPTER ONE

INTRODUCTION

1.1 Background Information

Communication is an integral part of human life. From the very beginning of human

civilization people were tried to communicate each others to fulfill their social needs.

Over the passes of time though the tools of communication were changed but still it

is exist in the society. Currently cellular phone has brought a revolution in the field

of communication. Telecommunication makes the whole world in a small village and

by using this service life become more comfortable and easier (Zamil, & Hossen,

2012). The development of telecommunication sector in the world began in the

1830s. The first commercial electrical telegraphy was constructed by Sir Charles

Wheatstone and Sir William Forthergill Cooke. Alexander Bell invented the

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conventional telephone in 1876 and the first commercial telephone services were set-

up in 1878 and 1879 in both Haven and London (Bakare & Gold, 2011).

For example, in Pakistan telecommunication segment has changed the shape of

communication everywhere and this is a hot issue in Pakistan now-a-days. Telecom

sector has emerged as a fast growing industry during past few years and now

Pakistan is promising as one of the most progressive country where the number of

mobile phone subscribers has reached 40 million. For the reason different companies

are being attracted to invest heavily in this division (Butt, 2006 in Umar & Tahir,

2007). In Bangladesh the liberalization of telecommunications sector began with

small steps in 1989 with the issuance of a license to a private operator for the

provision of inter alia cellular mobile services to compete with the previous

monopoly provider of telecommunications services the Bangladesh Telegraph and

Telephone Board (BTTB). Significant changes in the number of fixed and mobile

services deployed in Bangladesh occurred in the late 1990s and the number of

services in operation has subsequently grown exponentially in the past five years

(Tanjeen, 2013).

The development of telecommunications in Nigeria began in 1886 when a cable

connection was established between Lagos and the colonial office in London.

Telegraph service was opened in Lagos on September 2nd, 1886. By 1893,

government offices in Lagos were provided with telephone service, which was later

extended to Ilorin and Jebba in the hinterland (Longe, 2011).

In Tanzania, Telecommunication sector is much older than just recent history which

can be traced back in 1920’s. This sector arrived in Tanzania with the beginning of

colonialism. When colonial administration, settlers, trading companies and

missionaries set up their centres they also started to build first rudimentary postal,

telegraph and telephone networks that followed the colonial patterns (Nielinger, 2004

in Kasanga, 2005). However, it was only 1951, that the creation of the EAPTA,

service provision was put under an administrative roof. As an instrument of



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colonialism and corresponding to British colonial territory, EAPTA provided postal

and telecommunications services to mainland Tanzania, the former Tanganyika,

Kenya and Uganda (TCC, 2001).0.

Up until 1977, telecommunication and postal services in Tanzania was controlled

and governed by the defunct East African Post and Telecommunication Corporation

(EAPTC) and the East African External Telecommunication Company (EAETC)

(Noll and Shirley, 2002). Tanzania Posts and Telecommunications Company (TPTC)

were established in 1978 with the aim of taking-over the functions and powers of

both EAPTC and EAETC. After the collapse of the East African Community (EAC)

that is 1977-1993, TPTC operated under a monopolistic environment as the doors to

competitors were closed (Nielinger, 2004 in Kasanga, 2005).

TPTC’s monopolistic environment contributed to its poor performance, inadequate

infrastructure and the state of despair (Noll and Shirley, 2002 in Kasanga, 2005).

Equally important is the fact that its policies were not clearly defined whilst

resources for bringing about change were severely limited. Additionally, the market

was regulated to an extent that importation of basic communication equipment such

as Private Automatic Branch Exchange (PABX) systems, telephone sets, computers,

etc was restricted and special permits were required if one was to import these basic

communication products (Ibid).

Before the liberalization of the telecommunication sector in 1990’s, the Tanzania

telephone communication service was the monopoly of the TTCL, a state-owned

company under the Tanzania Posts and Telecommunications Corporation (TPTC).

The TTCL held a monopoly in the provision of communication and was also

responsible for the regulation of the telecommunication sector. In the context of a

wider economic liberalization policy in the country, the Communications Act of

1993 paved the way for the government's move to liberalize the communications

sector. This led to the split of the TPTC into the Tanzania Posts Corporation (TPC),

the Tanzania Telecommunications Company Limited (TTCL) and the Tanzania



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Communication Commission (TCC). The National Telecommunications Policy

(NTP), launched in 1997, pushed for further reforms in the sector. Today,

telecommunications is one of the most liberalised sectors of the economy in

Tanzania (Materu-Behitsa and Diyamett, 2010).

Telecommunication sector is one among the fastest growing economic sector in

Tanzania recording 21.9% growth in 2009. The survival and growth of this sector has

been made possible by the Policy, Laws and Regulations enacted (Resto, 2011). In

1997 the Government of the United Republic of Tanzania through its Ministry of

Communications and Transport made and enacted the National Telecommunication

Policy for the period of 1997 through 2020 with the aim and vision of ensuring the

accelerated development of an efficient telecommunications network that can

provide an info-communication infrastructure and universal access to

telecommunications service by all sectors of national economy and segment of the

population (URT, 1997).

As of now, the mobile telephone market is the fastest growing sector; with more than

17 million subscribers in a population of about 43 million (see the current data). The

major operators are Vodacom, Zain, TiGO and TTCL-mobile, Zantel-mobile and

Sasatel. The penetration level is only around 30%, implying that there is still room

for growth (Materu-Behitsa and Diyamett, 2010). This service has changed people’s

daily life and significantly influenced business activity of organization. For example,

the major telephone companies (TTCL, Zantel, Vodacom, Zain, Tigo) directly

employ more than 5,000 people. Many more are employed in communication-related

services like reselling airtime, servicing and repair of mobile phones, maintenance of

base stations and masts, etc. This notwithstanding, it is difficult to get employment

statistics for the sector given the lack of a national database for such statistics (Ibid).

Interestingly, until March 31, 2006, VODACOM Tanzania had a total headcount of

438 employees and as of March, 2012 it is estimated 500 employees were recruited

(Kumalo, 2006; http://www.en.wikipedia.org/wiki/Vodacom_Tanzania).

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In order for Telecommunication companies to operate and have sustainable

production, they need to have human resources who are well motivated in the work

settings. The fact is, the current era is highly competitive and organizations

regardless of size, technology and market focus are facing employee retention

challenges. To overcome these restraints a strong and positive relationship and

bonding should be created and maintained between employees and their

organizations. As pointed out by Manzoor, (2012), that human resource or

employees of any organization are the most central part so they need to be influenced

and persuaded towards tasks fulfillment. For achieving prosperity, organizations

design different strategies to compete with the competitors and for increasing the

performance of the organizations. A very few organizations believe that the human

personnel and employees of any organization are its main assets which can lead them

to success or if not focused well, to decline. Unless and until, the employees of any

organization are satisfied with it, are motivated for the tasks fulfillment and goals

achievements and encouraged, none of the organization can progress or achieve

success (Manzoor, 2012).

This pushed Meyer and Peng, (2006) to argue that, good remuneration has been

found over the years to be one of the policies the organization can adopt to increase

their workers performance and thereby increase the organizations productivity. Also,

with the present global economic trend, most employers of labour have realized the

fact that for their organizations to compete favourably, the performance of their

employees goes a long way in determining the success of the organization. On the

other hand, performance of employees in any organization is vital, not only for the

growth of the organization, but also for the growth of individual employees (Meyer

and Peng, 2006 in Muogbo, 2013). On his side Aidis, (2005) contended that, an

organization must know who are its outstanding workers, those who need additional

training and those not contributing to the efficiency and welfare of the company or

organization. Also, performance on the job can be assessed at all levels of

employment such as: personnel decision relating to promotion, job rotation, job

enrichments etc (Aidis, 2005 in Muogbo, 2013).

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Lut, (2012) documented that, most professionals and managers associated

organizational performance with motivation of employees, with their participation

and involvement in the organization. Why an employee possessing skills and

competencies much higher than other achieve poorer results than another employee

with lower skills? How can such an employee be stimulated in order to achieve

results in line with its potential? These are the questions that managers and

researchers have set over time, and they are still looking for plausible answers (Lut,

2012).

.

Interest in the employees’ motivation and satisfaction was born precisely from the

need to understand and to use subjective factors explaining differences in behaviour

and performance of those who work. Job motivation and job satisfaction and

especially the connection of these variables to performance attracted the interest of

researchers both in the field of social psychology and the organizational psychology.

This issue has been addressed over time, differently from different perspectives and

in different ways. Although experts have not reached a conclusion universally

accepted and universally valid, however, certain specific features which explain

these phenomena and their importance in organizational activity have emerged

(Ibid).

According to Vinke (1999), employee motivation is the key success factor for a

company. Especially in contact centres, where operational employees are for a huge

amount responsible for sales generation, motivation is an issue which needs to be

optimized. In practice, Managers use different motivation techniques because they do

not seem to know what actually motivates their personnel (Vinke, 1999 in Litjens,

2011).

The current study therefore, was assessing the extent to which motivation have

impact on the performance of organization, types of motivations that best suit


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telecommunication employees and to find out the best employee motivational

techniques that leads to organizational performance, with specific references to

VODACOM Tanzania Limited the leading cellular network company within the

country. It should bear in mind that, in this study, the term telecommunication means

only the service of mobile phone or cellular phone operating in the country. The

study separated purposely cellular phone from other telecommunication services like

telephone (land phone), telegraph, television, radio and others to make the selected

sector more specific and understandable.

1.2 Statement of the Problem

Telecommunication sector has shown an immense rapid growth in Tanzania and it

has become a sizzling concern in different perspectives like economic growth,

foreign investments, and a great number of newly well job creations to mention just a

few. Trade Unions such as Trade Union Congress of Tanzania (TUCTA) and other

stakeholders have shown their concerns on how badly employees of this sector are

poorly motivated while the responsible company continues to prosper economically.

Many efforts have been done so far to increase monthly salaries and other working

environments so as to ensure that employees from this sector are well motivated at a

required standard in relation to the company’s productivity.

According to Shafiq and Naseem (2011), poorly designed employee motivation

system provided by the organization may result to employee job dissatisfaction and

hence low organizational performance (Shafiq and Naseem, 2011 in Munap, et al.,

2013). Thus, the unsatisfactory environment frequently results in decreased that will

then disrupt the level of employee morale and organizational performance (Quible,

2005). As it was contended by Munap, et al., (2013) in relation, inferior quality of

psychological factor of people may affect lower productivity in completing task.

Comparably, unsettled state of employee psychological readiness may result in lower

productivity, higher absenteeism, and tardiness-delay beyond the expected time.

Hence, no matter how good is the physical environment of the workstation provided

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by an organization, employees still cannot deliver the best effort if there is feeling of

unhappiness? In a write-up from an official website related to a study carried out by

Telekom Malaysia in professional comment box, it was mentioned that employees

usually walk out of the company because of their dissatisfaction with the payment

given, and argued for their inequity with others (Munap, et al., 2013).

However, despite of the above efforts, the implementation of good employee

motivation in telecommunication companies in Tanzania is still yet to be clarified.

Besides, the acceptance of employees towards certain motivators also yet has to be

examined. To this effect, this study was empirically assessing the role of employee

motivation in enhancing organisational performance by focusing on the following

three key areas namely; the effect of employee motivation on organizational

performance; types of motivators for telecommunication employees; and the best

employee motivational techniques for organisational performance.

1.3 Study Objectives

1.3.1 General objective

To assess the role of employee motivation in enhancing organisational performance

1.3.2 Specific Objectives

1. To determine the effect of employee motivation on organizational

performance

2. To identify types of motivators for telecommunication employees

3. To determine the best employee motivational techniques for organisational

performance

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1.4 Research Questions

1. Does employee motivation determine organisational performance?

2. What types of motivators those best suit telecommunication employees?

3. What are the best motivation techniques for org. performance?

1.5 Significance of the Study

The study would be of immense benefit to the VODACOM Tanzania the leading

cellular phone company in the country, same service providers and other stake-

holders in that it will highlight how the concept of motivation and organisational

performance are of value and understood and the need for all to pay attention to a

variety of motivation issues for employees. Furthermore, the study will bring to light

the different types and techniques of motivation which will in-form the design of

appropriate measures aimed at bringing out the best employees with regard to job

performance. Again, types and techniques of employee motivation leading to high

organizational performance as well as causes of low performance will inform

management and policy makers in their decision making. Administrators will be

helped through this study to be able to use motivation not just for the sake of it but to

know how, when, what type and techniques of employee motivation to use so as to

achieve maximum performance of a particular organisation. And lastly, the fact

findings to be used as a source of reference by the academicians, researchers and the

populace at large.

1.6 Limitation of the study

Major limitation of the study was lack of available information and previous

workings on the topic specifically in VODACOM Tanzania Limited leading to lack

enough supportive articles to make an extensive literature review. The study faced

the following minor limitations: reluctance of some staff from VODACOM Tanzania

Limited to give necessary information, time constrains due to the fact that data

collection process was done during working hours and some of respondents failing to

keep an appointment. These limitations were solved by a researcher creating rapport

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with employees a situation that helped a researcher to have access to those surveyed

in this study.

1.7 Scope of the study

The study was conducted at VODACOM Tanzania Limited Headquarters and its

sub-office as a case study which is situated at Dar Es Salaam City within which; the

rationale was to solicit in-depth information’s from employees of both carders.

1.8 Definition of Concepts

1.8.1 Telecommunication

According to Bakare & Gold, (2011), telecommunication can be defined as the art

and science of information transmission and circulation (Bakare & Gold, 2011).

Other scholars such as Zamil & Hossen, (2012), defined telecommunication as a

science of communicating information over distance by electronic transmission of

impulses, as by telephone, telegraph, television, satellites, and radio. Another way, it

can be said, telecommunication is any process or group of processes that allows the

transmission of audible or visible information or data over long distance by means of

electronic or electric signals (Zamil & Hossen, 2012).

1.8.2 Motivation

According to Helliegel, et al., (1992) describe motivation as the force acting on or

within a person that causes the person to behave in a specific, goal-directed manner

(Helliegel, et al., 1992 in Kim, 2006). On their side Reece and Brandt, (1990)








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suggest that motivation can be defined as the reason why people do the things they

do, and in a work setting, motivation is what makes people want to work (Reece and

Brandt, 1990 in Kim, 2006). Finally, Daft and Marcic (2004) explain that motivation

refers to the forces either within or external to a person that arouse enthusiasm and

persistence to pursue a certain course of action (Daft and Marcic, 2004).

1.8.3 Employee Motivation

According to Roos, (2005), employee motivation is an innate force, shaped and

maintained by a set of highly individualised factors that may change from time to

time, depending on the particular needs and motives of the employee (Roos, 2005).

1.8.4 Organisational Performance

Organizational performance is defined as the extent to which an organization, by the

use of certain resources, fulfils its objectives without depleting its resources and

without placing undue strain on its members and/or society (Mary et al., 1996 in

Manzoor, 2012). It is the net satisfaction of all constituents in the process of

gathering and transforming inputs into output in an efficient manner (Matthew, et al.,

2009).






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CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter discusses some of the literatures that are viewed in relation to the

research topic under investigation. It reviews theoretical and empirical literatures,

conceptual framework and knowledge gap that identified in the review and therefore

need to be covered through this study.

2.2 Theoretical Review

2.2.1 Motivation Theories

The significance of employee motivation, influencing the behaviors of their

employees to behave in certain ways, can ultimately decide the success or failure of

an organization. For example, scholar such as Kovach, (1987) suggests that, if a

company knows why its employees come to work on time, stay with the company for

their full working lives, and are productive, then the company may be able to ensure

that all of their employees behave in that way. Such a company would have a

decided marketplace advantage over competitors suffering from absenteeism, costly

re-training programs, and production slowdowns (Kovach, 1987 in Kim, 2006).

Moreover, Wiley (1997) also suggests ensuring the success of a company, employers

must understand what motivates their employees, and such understanding is essential

to improving productivity. These suggestions imply that organizational success

depends heavily on employee motivation, and managers must understand what


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motivates their employees in order to motivate their employees. Understanding the

concept of motivation could assist incompetent and inexperienced managers, in terms

of employee motivation, identify what motivates their employees (Wiley, 1997).

Understanding what motivated employees and how they are motivated was the focus

of many researchers (Maund 2001 in Mkisi, 2008). Many theories of which

workplace motivations are based on claim that motivations are needed to achieve

organisational performance (Awortwi 2006).

Three major theoretical approaches of motivation that will lead to the understanding

of employees’ motivation in this study are Maslow's need-hierarchy theory and

Herzberg's two-factor theory and Fifty-fifty theory of John, Adair.

2.2.1.1 Maslow’s hierarchy of needs theory

One of the most often-quoted motivation theories is that of Abraham Maslow, which

he introduced in 1943 (Van Niekerk, 1987 in Roos, 2005). The basic tenet of the

theory is that people are motivated by their quest to satisfy their needs, or

deficiencies, which may be grouped in five categories, and that these needs occur in

a specific hierarchy, where lower order needs have to be satisfied before those of a

higher order nature (Gouws, 1995 in Roos, 2005). Maslow, (1968) asserted that

“gratification of one basic need opens consciousness to domination by another”

(Maslow, 1968).

This theory focused on the psychological needs of employees. Maslow includes

intrinsic needs of human being in his theory (Champagne and McAfee, 1989). He

theorised that, there are five levels of human needs which employees need to have

fulfilled at work. These needs are; physiological, safety, social, ego, and self-

actualizing. He argued that lower level needs had to be satisfied before the next

higher level need would motivate employees. All of the needs are structured into a

hierarchy and only once a lower level of need has been fully met, would a worker be

motivated by the opportunity of having the next need up in the hierarchy satisfied

(Robbins 2002).

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Maslow’s needs theories have reminded managers to think of the welfare of the

employees (Champagne and McAfee 1989 in Mkisi, 2008). An employer should

therefore offer different incentives to workers in order to help them fulfil each need

in turn and progress up the hierarchy. Managers should also recognize that workers

are not all motivated in the same way and do not all move up the hierarchy at the

same pace. They may therefore have to offer a slightly different set of incentives

from worker to worker. However, Maslow have been criticised by failing to explain

how the hierarchy needs differ from individual to individual. There is little evidence

to show that employees will be continually motivated through Maslow’s hierarchy

needs (Robbins 2002).

Despite the limited empirical support, needs hierarchy theory has had a positive

impact on organisations, as it has focused attention on the importance of addressing

employees’ needs at work (Spector, 2003). In addition, one of its main constructs, the

self-actualisation concept, has become very popular with especially managers and

executives who have accepted this high-level need as a potent motivator (Schultz &

Schultz, 1998 in Roos, 2005).

2.2.1.2 Herzberg’s Motivation Theory

According to Herzberg’s motivation hygiene theory, the factors which motivate

people at work are different from, and not simply the opposite of the factors which

cause dissatisfaction. The theory states that there are certain factors in the workplace

that cause job satisfaction, while a separate set of factors cause dissatisfaction.

Individuals are not content with the satisfaction of lower-order needs at work, for

example, those associated with minimum salary levels or safe and pleasant working

conditions. Rather, individuals look for the gratification of higher-level

psychological needs having to do with achievement, recognition, responsibility,

advancement, and the nature of the work itself. This theory suggests that to improve

job attitudes and productivity, administrators must recognize and attend to both sets



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of characteristics and not assume that an increase in satisfaction leads to a decrease

in unpleasurable dissatisfaction (Herzberg, 1959 in Mintaa, 2012).

If a job cannot be designed to use an employee’s full abilities, then the firm should

consider automating the task or replacing the employee with one who has a lower

level of skill. If a person cannot be fully utilized, then there will be a motivation

problem. Herzberg’s research proves that people will strive to achieve ‘hygiene’

needs because they are unhappy. Then as now, poorly managed organizations fail to

understand that people are not ‘motivated’ by addressing ‘hygiene’ needs. People are

only truly motivated by enabling them to reach for and satisfy the factors that

Herzberg identified as real motivators, such as achievement, advancement and

development, which represent a far deeper level of meaning and fulfillment.

Examples of Herzberg’s ‘hygiene’ needs (or motivating factors) in the workplace

are: policy, relationship with supervisor, work conditions, salary, status, security,

relationship with subordinates and personal life (Ibid).

The critic to this theory is that, an employee may still have poor satisfaction with

hygiene factors yet their career satisfaction is high. And also employees may feel that

the job is acceptable but still dislike part of their job (Garsker, 1996). Furthermore,

this theory concentrates only on the satisfaction side, and forgotten to link

employee’s satisfaction and productivity. Nevertheless, this theory has been

providing recommendation for improving job satisfaction to workers, and therefore it

provides a practical course of action for employee motivation at workplace (Roderick

2004).

2.2.1.3 Fifty-Fifty Theory

The fifty-fifty theory was developed by John Adair as a motivational factor that

could influence company performance. According to John, (2007), fifty percent of

motivation comes from within a person and the remaining fifty percent comes from

the environment, mainly from people around us. This rule is not used to declare the

exact proportions, but it tries to explain that, fifty per cent of our motivation comes


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from within us and fifty per cent from an external influence, that is, from our

environment, particularly from the people around us (John, 2007).

This compelled William, (2010) to argue that, these observations are indicative rather

than mathematical and they may differ from person to person. Within these important

external factors the nature and quality of the leadership present is essentially

important. Hence the tough link between leadership and motivation becomes vital to

determine employee’s motivation. The Fifty-Fifty rule does have the benefit of

reminding leaders that they have a key role to play for the success or failure in the

motivation of employees at work. Fortunately or unfortunately not all the cards are in

their hands, for they are dealing with people who are self motivating in various

degree. These are the challenges that confront the Human Resources Management

(HRM) to galvanize employee motivation with the work environment (William,

2010).

2.3 Empirical Review

2.3.1 Employee Motivation on Organizational Performance

Employee motivation system is very important in any organization as the process

that is in command of human behavior within an organization. It helps to verify not

only performance in relation to current goals but also influences the possibility of

people joining and remaining in an organization. It also shapes the degree to which

effort is directed in the development of the organization future capabilities. If

correctly designed or administered, motivation systems can lead to attractive

behavior for a firm/organisation. On the other hand, if incorrectly designed or

administered, motivation systems can lead to the steady deterioration of an

organization and why not it’s immediate demise (Flamholtz 1996, in William, 2010).

This observation supported by Otley, (1999), in his study who argued that, the

performance of organisations is dependent upon the performance of employees (job



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performance) and other factors such as the environment of the organisation. The

distinction between organisational and job performance is evident; an organisation

that is performing well is one that is successfully attaining its objectives, in other

words: one that is effectively implementing an appropriate strategy (Otley, 1999).

As pointed out by Chelladurai, (2006), company’s effectiveness is augmented

through employee performance that in turn can be facilitated by an effective

motivation system. Porter and Lawler suggest that, the linkage between performance

and motivations (that is intrinsic and extrinsic rewards) is a strong factor influencing

subsequent performance of the organization (Chelladurai 2006, in William, 2010). In

the study of Herzberg & Snyderman, (1959) reported that, when intrinsic factors

(motivators) are present at the job, satisfaction is likely to occur as well as an

increase in employee motivation (Herzberg & Snyderman, 1959).

A study by Amabile, (1993) revealed that, work performances are dependent upon

the individual’s level of motivation; the individual’s level of motivation can be

intrinsically and/or extrinsically based (Amabile, 1993). Other scholars such as

Brass, (1981); Hackman & Oldham, (1976) argued that, certain job characteristics

are necessary in establishing the relationship between employee motivation and

performance (Brass, 1981; Hackman & Oldham, 1976). This arguments leads

Hackman and Oldham, (1976) to conclude that, employees can be motivated through

the design of their work; they argue that by providing certain intrinsic and extrinsic

factors an employee can be motivated to perform well hence organisatonal

performance (Hackman and Oldham,1976).

According to Shadare et al., (2009), employee motivation is one of the policies of

managers to increase effectual job management amongst employees in organizations.

A motivational employee is responsive of the definite goals and objectives he/she

must achieve, therefore he/she directs its effort in that direction (Shadare et al., 2009

in Muogbo, 2013). Rutherford, (1990) reported that, motivation formulates an

organization more successful because provoked employees are constantly looking for



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improved practices to do a work. Getting employees to do their best work even in

strenuous circumstances, is one of the employees most stable and greasy challenges

and this can be made possible through motivating them (Rutherford, 1990 in

Muogbo, 2013).

2.3.22.3.2 Types of Motivators for Telecommunication Employees

2.3.2

2.3.2.12.3.2.1Financial Motivation

Many types of financial inducement exist. Some directly provide the employee with

cash. Bonuses based on performance against budget, quality or other standards may

be used as immediate financial motivation. Management rewards by bonuses have

become popular in some companies as a means of providing employees with an

immediate buster for completion of a project or activity. While the number of

companies delivering cash awards has increased, only 7 percent actually use such

motivation at present (Ulrich & Lake 1990). According to Havaldar & Cavale

(2007), most companies make use of financial motivational plan to motivate their

employees. Sales contests are short term incentive programs that can be an effective

motivational tool if they are cautiously and accurately designed (Havaldar & Cavale

2007).

2.3.2.22.3.2.2Non-Financial Motivation

Armstrong, (2008) contended that, organizations with positive ambitions could make

available a framework within which high levels of motivation could be accomplished

through non-financial motivation systems by the provision of opportunities for

learning and development. But personal management skills still have a key role to

play in deploying their own motivating skills to get individual within their

organization to give their best performance by making good use of the motivational

systems and processes provided by the company (Armstrong, 2008). As pointed out

by Rizwan et al., (2010), among financial, economic and human resources, the latest

are more essential and have the capability to endow a company with competitive

edge as compared to others (Rizwan et al., 2010 in Muogbo, 2013).

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According to Parker, (2003), found out that, recognition is appreciation of

performance by the organization of an act done by the team or team member. In

common language, it is some time expressed as “I caught you doing something

right.” It is an approach of expressing gratitude for the special or extra effort done by

an employee within an organization. Recognition has two essential goals: to

encourage the employees or team to repeat or continue the behavior and to encourage

others employees to do the same. Most team recognition plans fall into celebrating

organizational objectives habitually as an event, designed to acknowledge the

successful completion of important company goals (Parker 2003, in William, 2010).

This is to create a greater awareness or to remind people of the importance of the

goals achieved within the company. For instance, a division of large

telecommunications company in Pakistan held an all hands meeting at an off-site

facility to celebrate the accomplishment of their goals (Ibid). This pushed Wilson,

(2003) to conclude that, recognition, either informal (oral) or formal (written remarks

and events), has been the most cost effective way to strengthen required actions for

performance within an organization. However, when recognition is acting in

isolation of compensation and equity rewards, it’s frequently loses much of its appeal

(Wilson 2003).

2.3.32.3.3.Employee Motivational Techniques

Motivational techniques inspired many scholars; among them is Locke (1979) who

stated that, goal setting is a simple, straightforward, and highly effective technique

for motivating employee in enhancing organizational performance. He concluded

that when goals are set unilaterally by the supervisor or together with employees,

goal setting significantly increases the level of production. Locke (1979) based these

conclusions on experimental research in the wood industry, whereas employee

motivation may differ between industries (Locke (1979).




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According to Herzberg, managers do not motivate employees by awarding

employees higher wages, more benefits or status symbols. Rather, employees are

motivated by their own inherent need to accomplish something at a challenging task.

The manager’s job then is not to motivate employees to get their tasks achieved;

rather, the manager should provide opportunities for people to achieve their task so

that they will become motivated (Marchington & Wilkinson, 2005). Moving

employees through a diversity of jobs, departments or functions is particularly an

excellent technique to expose the employees to challenging task. This is very suitable

to employees who have been on a job for a long time and are no longer challenged by

the job but rather who have a strong need for activities or change. By open-handed

the opportunity to change jobs, the manager has definitely exposed the employees to

new challenges and it will enable the employees to put in their best in order to meet

up to expectations. This therefore, creates an enabling environment for greater

motivation and performance within the organization (Stone 2003, in William, 2010).

A workplace and behavioral psychologist, Adams (1963) put forward his equity

theory on job motivation. He states that when people feel fairly or advantageously

treated, they are more likely to be motivated; when they feel unfairly treated they are

de-motivated (Adams, 1963). In a study of Rima & Islam, (2013), when reviewing

company's strategic objectives and unique characteristics and environment prevailing

in the Telecommunication industry found that, Grameenphone considers cash and

non-cash benefits, internal and external equity, competitiveness, consistency,

performance based pay etc. to determine an attractive motivational techniques. They

further observed that, pay and benefits are extremely important to both new

applicants and existing employees. The compensation received from work is a major

reason that most people seek employment (Rima & Islam, 2013).

Motivation not only provides a means of sustenance and allows people to satisfy

their materialistic and recreational needs, it also serves their ego or self-esteem

needs. Consequently, if a firm's motivational system is viewed as inadequate, top

applicants may reject that company's employment offers, and current employees may



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choose to leave the organization considering so many factors which needs to be cared

off. The study concluded that, the organizations can conduct an “Employee

Satisfaction Survey” every year to understand their perception and expectation in the

light of motivations (Ibid).

In his study McClelland (1961), was convinced of a humans need for achievement,

high need achievers want frequent and specific feedback about performance. They

are often found in jobs such as sales representative or real estate agent. This may be a

sign that the need for achievement is active for outbound contact centres employees

and less for inbound employees. According to him, people also have the need for

affiliation. These persons get motivated by friendly relationships, joining groups,

participating in pleasant social activities and enjoying shared activities (McClelland,

1961, in Litjens, 2011).

According to a study by Investors in People (2006), a good incentive system results

in motivated employees. This statement is based on their conclusion that, employees

who do not receive a promotion within half a year they work for the company, tend

to leave their employer soon after this period. This statement is in contradiction with

Kohn‘s report -Why incentive plans cannot work‖ (1993). Kohn, (1993), suggests

that rewards succeed only on a temporary basis. When it comes to producing lasting

change in attitudes and behaviour, incentive plans are ineffective (Kohn, 1993 in

Litjens, 2011).

A study by Rietdijk, (2010) found that, rewarding good behaviour works, as long as

managers involve their employees in the settings of their bonuses. He also

recommends that both financial and social rewards should be implemented in their

management (Rietdijk, 2010). As of Rustenburg & Hoften, (2002) mentions that, the

way to choose the best incentive system in order to increase the motivation of your

employees is dependent on the culture of the organization, the strategy of the

organization, the market situation and the character of the sales representatives. This

might explain a part of the contradictions that some managers are confirmed that










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incentive systems motivate, whereas others are against using those (Rustenburg &

Hoften, 2002 in Litjens, 2011).

A study into sales force practice did try to find out what are the best motivation

techniques. They did this by asking sales managers to rank eight factors that could be

effective in stimulating their salespeople to better their usual performance. Individual

meetings between manager and salesperson were thought to be the most effective,

followed by regular accompaniment in the field by their manager (PA Consultants,

1979 in Litjens, 2011). However, these conclusions are based on the response of

managers, instead of sales representatives (Litjens, 2011).

2.4 Conceptual Framework

Bartol and Martin (2008) describe motivation as a power that strengths behavior,

gives route to behavior, and triggers the tendency to continue (Bartol and Martin,

(2008) in Muogbo, 2013). It is an internal drives to satisfy an unsatisfied need and

the will to accomplish. Also motivation is a progression of moving and supporting

goal-directed behavior. It is an internal strength that drives individual to pull off

personal organizational goals. Motivation is a set of courses concerned with a kid of

strength that boosts performance and directs towards accomplishing some definite

targets (Kalimulla et al, 2010 in Muogbo, 2013).

Employee motivation in this study is the independent variable which falls under two

types of motivation Extrinsic- Salary, Promotion, Career development and Bonus;

and Intrinsic- Recognition, Sense of belongingness, Increase work morale and Needs

satisfaction. The combination of these motivators results in the organizational

performance which is the dependent variable in terms of Increase productivity and

Goal attainment.

Conceptual Framework is dramatically presented here below:

Employee Motivation Organisational Performance




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Figure 1.1: The Conceptual Framework for the study

2.5 Knowledge Gap

Empirical literature review above indicates that, the vast majority of literatures in

motivation issue have been written on the impact and relationships of motivation on

employee performance. Many literatures are based in developed countries and in that

case, little is known in developing countries notably Tanzania about the role of

employee motivation in enhancing organizational performance.

For example, study by Mkisi, (2008), from three telecommunication companies in

Tanzania VODACOM included, and revealed that, unlike private companies, the

public company also provides all the incentive such as job security, salary, fringe

benefits etc to motivate its workers. It further concluded that, the different in

performance between public and private companies is not because of incentive

structure; rather it may be explained by performance management process (Mkisi,

2008). The current study therefore, filled this gap by assessing the role of employee

motivation in enhancing organizational performance with specific reference to

VODACOM Tanzania Limited.

Extrinsic Motivation:

• Salary

• Promotion

• Career development

• Bonus etc

Intrinsic Motivation:

• Recognition

• Sense of Belongingness

• Increase Work Morale

• Needs Satisfaction etc

• Increase productivity

• Goals attainment


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CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter discusses inter alia, rationale of the study, research design, area of

study, VODACOM profile, study population, sampling design, sampling technique

and sample size, method of data collection, tool of data collection, data analysis and

interpretation, and ethical consideration.

3.2 Rationale

For the purpose of this study, VODACOM Tanzania Limited was selected primarily

because it is a place where there is no study carried out so far on the phenomenon

under investigation. It is leading cellular networks companies among six telecomm

companies in Tanzania within which there are employee motivation problems which

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are well pronounced and it is doing well in terms of production of its goods and

services. In that case, the current study assessed the role of employee motivation in

enhancing organisational performance by focusing on the following three key areas

namely; the effect of employee motivation on organizational performance; types of

motivators for telecommunication employees; and the best employee motivational


3.3 Research design

Research design is the arrangement of conditions for collection and analysis of data

in a manner that aims to combine relevance to the research purpose with economy in

procedure. In fact, the research design is the conceptual structure within which

research is conducted; it constitutes the blueprint for the collection, measurement and

analysis of data (Kothari, 2007). It is the “glue” that hold all of the elements in a

research project together. A design is used to structure the research to show how all

of the major parts of the research project work together to try to address the central

research questions (Kombo and Tromp, 2006; Schaefer, 2005).

3.4 Area of the study

The selection of a research site is essential. It influences the usefulness of the

information produced. The idea is to start with a larger population and through

progressive elimination, end up with the actual site where data is collected (Orodho

and Kombo, 2002).

3.4.1 VODACOM Tanzania Limited

The study conducted in Dar-Es- Salaam city at the VODACOM Tanzania Limited

head office and its sub-offices. The aim of conducting this research was to solicit

some information from volunteered respondents on the issue of employee motivation

in telecom sector.






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3.4.2 VODACOM Tanzania Limited Profile

The company was created in late 1999 as a subsidiary company of Vodacom based in

South Africa. Vodacom Tanzania is a joint venture in which Vodacom Group owns a

majority share portion of about 65%, the remaining portion is owned by Tanzanian

shareholders that include Mirambo. By August 2000, the company completed its

GSM infrastructure and went live on August 14, 2000. Vodacom Tanzania

announced officially its commercial operations on August 15, 2000. Vodacom

Tanzania became the largest mobile operator in the country within one year of

launching and remains the largest mobile communications network operator in

Tanzania up to date.

Vodacom Tanzania has its executive headquarters on the 14th Floor of the PPF

Towers on Garden Avenue / Ohio Street in Dar- Es- Salaam and maintains

operational and engineering branches in all regions of Tanzania. The company has

active roaming agreements with many network operators in the world that include T-

Mobile USA, Inc in USA, Vodafone Ltd in UK and BPL Cellular (now Vodafone) in

Kerala, India. The company distributes its products and services through a number of

Super dealers and Vodashops. Vodacom is an acceptable short name for the company

within the country.

As of May 18, 2010, Vodacom Tanzania had over eight million customers and

became the largest wireless telecommunications network in Tanzania (based on total

wireless customers). Vodacom Tanzania is the second telecom company in Africa,

after Vodacom, to switch on its 3G High-Speed Downlink Packet Access (HSDPA)

which was available only in Dar Es Salaam in early 2007.

The company has been using some Swahili slang to coin and market its products

such as VodaFasta, VodaFlava, Nipige Tafu, Habari Ndio Hio and Kama Kawa

(Kama Kawaida). Historically, they have also pioneered new features; they were the

first and exclusive Tanzanian carrier to launch video call, video messaging and 3G

HSDPA USB Modem. As of January 11, 2008, Vodacom Tanzania was again the


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http://en.wikipedia.org/wiki/Subsidiary

http://en.wikipedia.org/wiki/Vodacom

http://en.wikipedia.org/wiki/South_Africa

http://en.wikipedia.org/wiki/Joint_venture


http://en.wikipedia.org/wiki/Shareholders

http://en.wikipedia.org/wiki/GSM

http://en.wikipedia.org/wiki/Infrastructure

http://en.wikipedia.org/wiki/Mobile_operator

http://en.wikipedia.org/wiki/Mobile_communications

http://en.wikipedia.org/wiki/Network_operator

http://en.wikipedia.org/wiki/Tanzania

http://en.wikipedia.org/wiki/Headquarter

http://en.wikipedia.org/wiki/Dar_Es_Salaam


http://en.wikipedia.org/wiki/Roaming

http://en.wikipedia.org/wiki/Mobile_network_operators

http://en.wikipedia.org/wiki/T-Mobile_USA

http://en.wikipedia.org/wiki/T-Mobile_USA

http://en.wikipedia.org/wiki/USA

http://en.wikipedia.org/wiki/Vodafone

http://en.wikipedia.org/wiki/UK

http://en.wikipedia.org/wiki/Kerala

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Wireless

http://en.wikipedia.org/wiki/Telecommunications_network


http://en.wikipedia.org/wiki/Telecommunication

http://en.wikipedia.org/wiki/Africa


http://en.wikipedia.org/wiki/3G

http://en.wikipedia.org/wiki/High-Speed_Downlink_Packet_Access

http://en.wikipedia.org/wiki/Dar_Es_Salaam

http://en.wikipedia.org/wiki/Swahili_language

http://en.wikipedia.org/wiki/Slang

http://en.wikipedia.org/wiki/Video_call

http://en.wikipedia.org/wiki/Video_messaging

http://en.wikipedia.org/wiki/HSDPA

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first and exclusive company to provide a free E-mail ID via a phone number

(http://www.en.wikipedia.org/wiki/Vodacom_Tanzania).

3.5 Study Population

Bless and Higson, (1995) defines population, also call universe as entire set of

people, events or objects which is object of research and about which the researcher

want to determine some characteristics. It is that aggregation from which the sample

is actually selected (Babbie, 1989). According to Bryman, (2008), population refers

to the entire group of people, event or things of interest that the researcher wished to

investigate, it forms a base from which the sample or subjects of the study will be

drawn (Bryman, 2008).

For this study, the target population was selected from VODACOM head office and

its sub-office located in different facets in the city, where about 32 respondents were

involved in this study. Although VODACOM employees in Dar-Es-Salaam are not

representatives of all employees in Tanzania, the findings are a representative sample

of telecommunication sector only.

3.6 Sampling Design

The sampling which was used for the interviews and questionnaires in this

dissertation, stem from the research objectives, where both purposive and

convenience sampling methods was used. Although Bryman, (2004), suggests that

these types of sampling are held in ‘low esteem’ because the results from any

research cannot be generalized to the wider public (Bryman, 2004). The study

suggested that the results from these findings are not meant to be representative of

the entire population of employees in Tanzania but only for the community of the

surveyed company.

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http://en.wikipedia.org/wiki/E-mail

http://en.wikipedia.org/wiki/Phone_number

http://www.en.wikipedia.org/wiki/Vodacom_Tanzania

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3.7 Sampling and Sample size

Keeping in view the cost that, due to the cost implications during the study only 32

respondents were selected to be the sample of the study. Both male and female

employees participated in the study. The researcher believed that this sample is

optimum in the sense that it fulfilled the requirement of efficiency,

representativeness, reliability and flexibility. As wised by Kothari (1990) that sample

size could be optimum – optimum sample is one which fulfills the requirement of

efficiency, representativeness, reliability and flexibility (Kothari, 1990).

3.7.1 Purposive Sampling

Non-probability sampling is a method applied to find out how a small group or a

representative group is doing for purpose of illustration or explanation. Purpose

sampling is one of the methods used in sampling. The researcher purposively

targeted a group of people believed to be reliable for the study. It can be used with

both qualitative and quantitative studies and it is relevant when you are concerned

with exploring the universe and understanding the audience (Kombo and Tromp,

2006).

VODACOM Tanzania Limited purposely selected as a case study. The study found

people who were willing to provide information by virtue of their work related,

knowledge and/or experiences in the issue of motivation. Furthermore, this sampling

was best because the study used quantitative research techniques, whereby, a

questionnaire tool was employed in this study to solicit information from the selected

respondents. Therefore, only employees who are recruited and paid on monthly basis

were involved in the study.

3.8 Methods of Data Collection

3.8.1 Primary Sources of Data

This is information gathered directly from respondents. This is through

questionnaires, interviews, Focus group discussions, observations and experimental





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studies. It involves creating “New” data. (Kombo and Tromp, 2006) Primary data are

those which are collected afresh and for the first time and thus happen to be original

in character ( Kothari, 2007) They represent “firsthand” raw data and structures, and

had yet to receive any of meaningful interpretation (Bush, 2003).

3.8.2 Secondary Sources of Data

This refers to variety of research techniques that make use of previously collected

and publicly accessible information and data. Generally, in conducting secondary

analysis, researchers utilize data in ways that were unintended by the initial

collectors of information. Sociologists consider secondary analysis to be non-

reactive, since it does not influence people’s behaviour (Schaefer, 2005).

The data collection process took four months period from May to August, 2014

whereby, the study used both primary and secondary methods of data collection.

Secondary data was collected from existing records on types and techniques of

motivation within the VODACOM office. In supporting these data the following tool

of primary data collection was employed.

3.9 Tool for data collection

3.9.1 Questionnaire

Rubin and Babbie (2005) defined questionnaire as a document that contains

questions and other types of items that are designed to solicit information appropriate

to analysis. They are used primarily in survey research and also in experiments, field

research and other modes of observation (Rubin and Babbie, 2005).

The study used both open and close-ended questionnaire in a combined printed

paper. The development and printing of questionnaires took one week, whereby, five

questionnaires were tested as a pilot study to employees to test its validity. Then they

were modified for easier understanding and avoiding ambiguity and then were

distributed to respondents after ensuring its reliability.







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3.10 Data Analysis and Interpretation

Hindle (2004) identified data analysis technique as “Methods for analyzing data

irrespective of either the methodical cluster with which the technique is applied or

the methods used to collect the data” (Hindle, 2004).The study used quantitative

research method of data analysis. Then data was coded selected by assigning code

numbers to questionnaires. The results presented in relation to research objectives

and emphasis was put on characteristics and variables for instance age, gender, level

of education, and occupation. Analysis was processed by using the aid of computer

software such as Excel software and Statistical Packages for Social Scientist (SPSS)

and interpretation was done through tables as shown in chapter four.

3.11 Ethical Consideration

According to Christian, (2005), interviews are insightful for the data collection

process. However, there is a downside when it comes to researcher bias and

inaccuracies due to poor recall. Interviews and Questionnaires have a similar process

of consent, although there is a different dynamic when the process is facilitated

(Christian, 2005). In this study, the researcher asked consent from the respondents

through an agreement which identified boundaries and extent of the permission to fill

in the questionnaires from their own words. The ethical considerations in this study

were guided by the following four guidelines as follows:

1) Informed consent from subjects who must voluntarily agree to

participate based on full and open information;

2) A basic moral principle is that, deception and misrepresentation will

no longer credible means to extract information from the participants;

3) Privacy and confidentiality needs will be respected, however, privacy

protection can be meaningless if “ there is no consensus or unanimity

on what is public and private; and,

4) There will be needs to assume that data will be accurate without

fabrications, fraudulent materials and omissions (Ibid).

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CHAPTER FOUR

DATA PRESENTATION ANALYSIS AND DISCUSSION

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4.1 Introduction

In this chapter data is presented, analyses and discussed based on research objectives

which were: to determine the effect of employee motivation on organizational

performance, to identify types of motivators for telecommunication employees, and

to determine the best employee motivational techniques for organisational

performance.

4.2 Characteristics of Respondents

The characteristics of respondents was analysed by demographic characteristics

including marital status, age, gender, occupation and level of education.

4.2.1 Gender

Gender usually means a range of characteristics distinguishing between male and

female as well as feminine and masculine attributes assigned to them socially and

culturally. Gender is a significant predictor of persons’ knowledge and his/her

participation in day-to-day organizational performance. This part presents gender

distribution on the surveyed respondents. Table: 4.2.1 Show genders of the

respondents surveyed in this study.

Table: 4.2.111: Gender of respondents

Gender Total Percent

Male 14 43.8

Female 18 56.3

Total 32 100.0

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Source: Field Survey, 2014

Table 4.2.1 shows that many respondents surveyed in this study equal to 56.3 percent

were females and the last group of respondent’s equals to 43.8 percent was females.

This means that, the survey covered many female respondents than male. This result

is consistent with population distribution in Tanzania whereby, there is high number

of female population than male (NBS Census Report, 2012). The same is true for this

survey as it was observed in this survey. This implies that in Tanzania the issue of

gender balances in fifty-fifty basis in political arena, is now working even in

telecommunications companies as the current study revealed.

4.2.2 Age

Age refers to the length of time that an organism has lived. As it can be seen, the

combination of various ages makes what is known as population structure which

shows the distribution of various age groups in human population. Population

structure can be used as a good indication of the human capital capabilities, skills,

experiences and likelihood of the organizational performances of a given

organisation. The age structure in this study is presented in age group of tenth. Table:

4.2 Show Age of the respondents surveyed in this study.

Table: 4.2.2: Age of respondents

Age Total Percent

21-30 27 84.4

31-40 5 15.6

Total 32 100.0









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Table 4.2.2 shows that 27 respondent’s equals to 84.4 of the percent were aged

between 21 and 30 years, another group 5 respondent equals to 15.6 percent aged

between 31 and 40 years.

The data suggests that most of the respondents covered in this survey were youth

workers below 28 years. This is a common pattern in most of the African countries

whereby there is high number of youth than older employees. In Tanzania context to

be youth one should be aged not more than 45, but many of the organization

nowadays prefer to recruit new employees with the age not above 30 for junior

positions. This group of people has been found to be energetic, mobile and much

sensitive to any change that happen in the society, they are therefore likely to

participate in operational activities such as sales and marketing. The data implies

that, in Tanzania telecommunication companies surveyed in this study are held by

youth employees.

4.2.3 Marital Status

A person’s marital status indicates whether the person is married or not married. In

the simplest sense the only possible answers for marital status are single or married.

However, other options are often included such as divorced, widowed. Some

unmarried people do not identify as single for variety of reasons and they may be

reluctant to describe themselves that way. Combination of marital status with number

of children is known as family status. Person’s marital status can influence

employee’s commitment in organizational performance. Table: 4.3 Show Marital

Status of the marital status of respondents surveyed in this study, give us a glance

look of people who are married, divorced, single and widows.


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Table: 4.2.3: Marital Status of respondents

Marital Status Total Percent

Married 5 15.6

Single 27 84.4

Total 32 100.0


Table 4.2.3 shows that majority of the respondents equals to 84.4 percent were

single, the rest group equals to 15.6 percent were single. These data tells us that large

numbers of respondents in this survey are single employees probably with no family

commitment and therefore, they are flexible to work anywhere in Tanzania due to the

nature of Sales and Marketing-oriented organizations like telecom companies. The

data suggests that single employees are the work force in the organization compared

to married employees who have frequent excuses in matters relating to family

problems.

4.2.4 Level of Education

Education in its general sense is a form of learning in which knowledge, skills and

habits of a group of people are transferred from one generation to the next through

teaching, training, research or simply through autodidactic. Generally, it occurs

through any experience that has a formative effect on the way one thinks, feels or

acts. Education is considered as an important indicator of a person’s professional

knowledge. This part therefore, analyses the distribution of level of education of the

surveyed respondents in this study. Education level is grouped into nine levels, i.e.

Standard Seven, Form Four, Form Six, Professional Certificate, Diploma, Bachelor

Degree, Master Degree, Post Graduate Diploma, and PhD, Table: 4.4 Show Level of

Education of the respondents surveyed in this study.







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Table: 4.2.4: Level of Education of respondents

Level of Education Total Percent

Bachelor Degree 30 93.8

Post Graduate Diploma 1 3.1

Masters Degree 1 3.1

Total 32 100.0


Table 4.2.4 shows that 30 respondents surveyed equals to 93.8 percent possess

Bachelor Degree certificates, 1 respondent equals to 3.1 percent possess Post

Graduate Diploma, and 1 respondent equals to 3.1 percent posses Masters Degree

certificate. The data reveal that many of the surveyed respondents are having

Bachelor Degree education.

However, the data show that the number of respondents with post graduate Diploma

and Masters Education is low. This implies that, majority of employees in telecom

companies perform daily routine work related to marketing possess Bachelor

Degrees.








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4.2.5 Occupational Status

Occupation simply refers to a job or profession. This part analyses carder of

employee’s survey in this study. Table: 4.2.5 Show Occupational Status *

Companies’ Name Cross tabulation of the respondents surveyed in this study.

Table: 4.2.5: Occupational Status * Companies’ Name Cross tabulation

Companies’ Name

Total Occupational Status

Airte

l

MIC

(Tigo)

Smile

Commu

nication

s

Vodac

om

Account Manager-

Direct Sales

0 0 8 0 8

Back-up Supervisor 0 1 0 0 1

Customer Service 2 0 0 10 12

Customer Service Agent 0 1 0 0 1

Customer Service

Assistant Manager

0 0 0 1 1

Customer Service

Executive

0 4 0 0 4

Customer Service

Manager

1 0 0 1 2

Data Technical Support 0 1 0 0 1














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Executive

Quality Analyst 1 0 0 1 2

Total 4 7 8 13 32


Table 4.2.5 shows that the majority 10 respondents were Customer Service carder

from Vodacom Company, 8 were Account Manager- Direct Sales from Smile

communications Company, and 4 respondents were Customer Executives Executive.

The data in the table revealed that, most of the respondents in this survey were

Customer Service, followed by Account Manager- Direct Sales. The reason for this

is because Customer Service are the one holding enormous composition of staff

within the telecom companies that are working closely with the potential customers

of a given company. The presence of this carder has positive effects organisational

performance if well motivated. This is because they are the one facing daily contact

with clientele. The study suggests that this carder is a brain child of any school;

therefore, they should be well motivated.

4.3 The Effect of Employee Motivation on Organizational Performance

According to Roos, (2005), employee motivation is an innate force, shaped and

maintained by a set of highly individualised factors that may change from time to

time, depending on the particular needs and motives of the employee (Roos, 2005).




Manzoor, 2012).

Table: 4.3.6: Employee motivation determine organizational Performance

Level Total Percent











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Partially Agree 2 6.3

Agree 15 46.9

Strongly Agree 15 46.9

Total 32 100.0


Respondents were asked as to whether employee motivations determine

organisational performance and the response is summerised in Table 4.3.6 above.

The study revealed that, on average about 93.8 percent were of the view that

employee motivations determine organisational performance, 6.3 percent were not

completely agree to it but to some extent determine organisational performance.

Employee motivation increase work performance of performance and job

satisfaction as Meyer and Peng, (2006) pointed out, good remuneration has been

found over the years to be one of the policies the organization can adopt to increase

their workers performance and thereby increase the organizations productivity. Also,

with the present global economic trend, most employers of labour have realized the

fact that for their organizations to compete favourably, the performance of their

employees goes a long way in determining the success of the organization.

The data implies that, employees are optimistic that if a given organization and or

company provide attractive motivations and other remunerations automatically will

improve organisational performance. The current study concurs with a study by

Afful-Broni, (2012) in Ghana, who revealed that, a greater percentage of 91.7 of the

respondents agreed that employees are keen to achieve high performance. They

stated among other things that motivation is rewarding and it leads to initiation and

innovation and that its presence at University of Mines and Technology (UMaT) will

go a long way to boost morale of workers to bring out the best in them.

The important issue to note here is that, telecom companies heave to make sure that

they put in place and transparently employees policy relating to motivations so that





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employees can have access to it and be in a position to choose types of motivators

that best suit them. The success of any marketing organization is determined by the

level of motivation of employees because it serves as mobilization to workers effort

towards attaining the organizational objectives as far as performance is concerned.

According to Olawepo, et al., (2013), motivation is directly related to the degree of

productivity in an organization. The needs of workers vary but the objectives of the

organization is superior to individual goals, hence any motivational package has to

take cognizance of such differences in employees needs and elicit the urge and drive

to make workers contribute immensely towards the achievement of organizational

goals. Research findings indicate that workers are motivated by a variety of

incentives including financial incentives, good working condition, promotion,

welfare packages, training as well as a host of others (Olawepo, et al., 2013).

The degree of attractiveness of motivation will determine the level of workers’

contribution towards the actualization of organizational goals and objectives. The

current study is therefore recommends that, it is necessary and a high time for

telecom companies to design motivational packages that will stimulate workers

effectively in order to contribute immensely towards the achievement of stated

organisational goals.


Performance in the Respective Organization




Manzoor, 2012).


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Table: 4.3.7: Result of employee motivation in enhancing organisational

performance * Companies’ Name Cross tabulation

Companies’ Name

Total Level Airtel

MIC

(Tigo)

Smile

Communications

Voda

com

Poor Results 0 2 0 1 3

Satisfactory

Results

3 0 6 10 19

Good Results 1 2 2 2 7

Very good

Results

0 3 0 0 3

Total 4 7 8 13 32


Respondents were asked to self-assess the results of employee motivations in

enhancing organisational performance in their respective company and the response

is summerised in Table 4.3.7 above. The study revealed that, 19 respondents were of

the view that in their companies the way they are currently motivated its results is

satisfactory, 7 respondents said it has good results, 3 respondents very good results

and the last group of respondents viewed it to have poor results.

The reason behind this response to majority of the respondents is that, the

responsible company does not view the issue of motivation as a key aspect to

increase employees work performance and hence increase company productivity,




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thus why they motivate in a way that employees view it as their companies are not

committed on it.

According to Olawepo, et al., (2013) some authors’ views on motivation have also

been expressed. Indeed some authors have contended that motivation only became

organizational issue when meaning was lost from work. Support to this view has

come from Savers (1986) who agreed and opined that in consequence, motivational

theories have become surrogates for the search for meaning. For Portal and Lawler

(1968), it is not just motivation that produces performance but a range of variables

such as the individual view of work, Ivancevich et al., (2011) have also taken the

view that certain conditions need to be present in order for rewards to be used to

motivate good staff (Olawepo, et al., 2013).

The data implies that, employees are not happy on the way their companies motivate

them. In Nigeria for example, a study by Nwachukwu (2004) blamed the

productivity of Nigerian workers on several factors, among them is employers’

failure to provide adequate compensation for hard work and indiscipline of the

privileged class that arrogantly displays their wealth, which is very demoralizing to

working class and consequently reduced their productivity (Nwachukwu, 2004).

The current study concurs with a study by Afful-Broni (2012) in Ghana, who

revealed that, a greater percentage of 91.7 of the respondents agreed that employees

are keen to achieve high performance. They stated among other things that

motivation is rewarding and it leads to initiation and innovation and that its presence

at University of Mines and Technology (UMaT) will go a long way to boost morale

of workers to bring out the best in them (Afful-Broni, 2012).

The important issue here to note is that, telecomm companies heave to make sure that






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current study is therefore recommends that, it is necessary telecom companies to

design motivational packages that will stimulate workers effectively in order to

contribute immensely towards the achievement of stated goals.

4.4 Types of Motivators for Telecommunication Employees

According to Frey and Osterloh (2002) in the workplace, intrinsic motivations

consist of organisation loyalty, team spirit, autonomy, employees’ recognition,

absence of any kind of discrimination against workers and feeling of achievement.

Hence the motivation deriving from the activity itself or from within the person is

called internal or intrinsic motivation. While the extrinsic motivators are those things

satisfying the individual’s non job related needs and they are used to satisfy tangible

needs. These motivators are such as wage, bonuses, material goods, long holidays

and pension rights. Accordingly, the motivation steaming from external or from the

job to the person is called external or extrinsic motivation (Frey and Osterloh, 2002

in Mkisi, 2008). (See table 4.4.8)


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Table: 4.4.8: Types of motivators for telecom employees * Companies’ Name

Cross tabulation

Companies’ Name

Total

Motivators currently in

place Airtel

MIC

(Tigo)

Smile

Communi

cations

Vodac

om

Good salary, promotion 0 4 0 0 4

Good working condition,

Job security, Promotion,

good salary

0 0 2 0 2


Job security, Career

development

0 0 3 0 3



Good salary

0 0 0 2 2


Promotion, Career

development

0 0 0 1 1


Promotion, Good salary

0 0 0 1 1


Relationship with

Supervisor

0 0 0 1 1












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Good salary

2 0 0 0 2


Promotion, Career

development

0 0 1 0 1


Promotion, Career

development

2 0 0 0 2

Job security, Freedom

and/or autonomy

0 0 1 0 1

Job security, Career

development, Relationship

with Co-workers

0 0 0 3 3

Promotion, Good salary 0 0 0 1 1

Promotion, Career

development, Relationship

with Supervisor

0 0 0 4 4

Social Security Protection 0 3 0 0 3

Workers participation in

Organisational decision-

making

0 0 1 0 1

Total 4 7 8 13 32


Respondents were asked to identify types of motivation that best suit telecomm

employees and the response is summarised in Table 4.4.8 above. The study revealed

that, 8 respondents,4 from Tigo and 4 from Vodacom were of the view that, the

leading types of motivators are offered by their respective companies are good











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salary, promotion and career development, promotion respectively. Followed by

Smile and Vodacom 6 respondents from each company- good working condition, job

security and career development respectively, the last one is 4 respondents from

Airtel- good working condition, job security, Promotion, good salary and career

development.

The reason behind this response to majority of the respondents is that, each employee

has its own priorities on the type of motivation that best suit him or her hence lack of

consistence between them. This statistics supported by the study of Kim, (2006) who

revealed that the priorities of employee motivational factors changed over time, and

there is more than one reason why these changes occurred. The reasons may be

economic conditions, change of working environment or industries, labor market

conditions, industry competitions, change in workers attitude, etc. (Kim, 2006).

For instance, Grayson and O’Dell (1988) explained that when World War II ended,

U.S. productivity soared: benefiting from new technology, flexibility in labour force,

and labour-management-government cooperation. Soared productivity and flexibility

in labour force could have boosted an employment rate which in turn increased wage

rates; therefore, employees were probably more concerned with intrinsic rewards

during this period, such as full appreciation of work done, feeling of being in on

things, and sympathetic help with personal problems. Furthermore, employees could

have valued intrinsic rewards because having a job itself was satisfying their needs, a

motivational factor, more than good wages or promotions due to the depression and

war prior to this period (Grayson and O’Dell,1988 in Kim, 2006).

The data implies that, each company has its own types of employee motivation

though they are performing activities of the same nature and characteristics due to

their policy and culture. According to Wiley (1997) suggests that there are some

motivators that employees value over time; however, the most preferred motivators

have changed over the last 40 years (Wiley, 1997 in Kim, 2006). She refers to the

survey results of 1946 by the Labour Relations Institutes of New York reported in

Foreman Facts, similar surveys administered in 1980 and 1986 (Kovach, 1984

&1987), and lastly her survey in 1992. The top motivator selected by employees in

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1946 was full appreciation of work done. Good wages ranked in the middle and

interesting work ranked at number 7. In 1980 and 1986, employees’ top concern was

interesting work, followed by full appreciation of work done with good wages and

job security (Kim, 2006).

The important issue here to note is that, these companies have to make sure that

when designing and or introducing type of employee motivation, consultation with

the employee is highly recommended so as to fit for all due to different human needs.

The current study is therefore recommends that, it is necessary for Tanzania

Communication Regulatory Authority (TCRA) to design types of motivations that

best suit all employees in telecom companies due to the nature of their activities.

4.5 Effectiveness of Types of Motivators

Accoeding to Baron, (1991) motivation is one of the most pivotal concerns of

modern organisational research (Baron, 1991 in Roos, 2005). Van Niekerk (1987)

emphasised this point by stating that productivity is a function of both the motivation

and the ability of an employee (Van Niekerk, 1987). Therefore, if motivation equals

zero, so does productivity. Since employee performance is a joint function of ability

and motivation, one of management’s primary tasks, therefore, is to motivate

employees to perform to the best of their ability (Moorhead & Griffin, 1998).

Table: 4.5.9: Effectiveness of Motivators

Level Total Percent

Poor 7 21.9

Satisfactory 15 46.9

Good 7 21.9

Very Good 3 9.4

Total 32 100.0












51

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Respondents were asked to level the effectiveness of employee motivators used by

their company and the response is summerised in Table 4.5.9 above. The study

revealed many respondents 15 equals to 46.9 percent were of the view that types of

employees motivators offered by their company are satisfying them, on the average

10 respondents equals to 31.3 percent good and 7 respondents equals to 21.9 are

poor. The data above suggest that, telecom companies does not invested much on the

issue of employee motivation thus why respondents viewed it to be satisfactory to

them. It was also revealed by Afful-Broni, (2012), in his study that low monthly

salaries and the general lack of motivation were the major factors that reduce morale

for high performance at the University of Mines and Technology in Ghana. (Afful-

Broni, 2012).

The data implies that, motivation is critically important for workers. Among other

things, it puts staff into action. It also improves the level of efficiency of employees.

Apart from that, it leads to the achievement of organizational goals; it builds friendly

relationship and finally it leads to stability of workforce. Since individuals are unique

in their own ways, it is essential that management at the respective companies

identify the individual needs of their employees and motivate them accordingly so as

to bring out the best in them. The current study is supported by a study of Iqbal, et

al., (2011) in a study on employee’s job satisfaction in telecommunication companies

located in Pakistan, who found that employees’ motivation and satisfaction have

significant impact to promotion (Iqbal, et al., 2011).

As revealed by Rao (2005), satisfaction at the work place is achievable when a

person is motivated to work. Thus, keeping employees motivated serves as a pre-

condition for employees to remain loyal to the organization. As found from the

Telekom Malaysia (TM) Berhad official website (2011), the organization has

demonstrated increasing employee satisfaction, from 7.7% in 2007 to 8.6% in 2008,

and this is due to the interest of its corporate responsibility to the employees (Munap,

2013). The important issue here to note is that, poorly designed types of employee’s

motivations provided by the organization may result to employee job dissatisfaction

52

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and low motivation. Thus, the unsatisfactory environment frequently results in

decreased which will then disrupt the level of performance and employee morale.

As pointed out by Munap, (2013), in relation, inferior quality of psychological factor

of people may affect lower productivity in completing task. Comparably, unsettled

state of employee psychological readiness may result in lower productivity, higher

absenteeism, and tardiness. Hence, no matter how good is the physical environment

of the workstation provided by an organization, employees still cannot deliver the

best effort if there existed a feeling of unhappiness?. Employees usually walk out of

the company because of their dissatisfaction with the payment given, and argued for

their inequity with others (Munap, 2013). The current study suggests that, telecom

companies have to institute policies that have clear policy statements and guidelines

on how to effectively provide employee’s motivations within a given organization.

Effective provision of employee’s motivations within the organization increase

employee job satisfaction and increase organisational performance and or

productivity. It is therefore recommended that the management of telecom

companies should be more innovative and proactive in creating and strategizing new

measures that would ensure a fairer, logical and adequate motivation for all

employees.

4.6 Techniques Used to Motivate Employees in the Respective Company

Motivational techniques inspired many scholars; among them is Locke (1979) who

stated that, goal setting is a simple, straightforward, and highly effective technique

for motivating employee in enhancing organizational performance (Locke,1979).




53

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Table: 4.6.10: Techniques used to motivate employees in the organisation *

Companies’ Name Cross tabulation

Companies’ Name

Total

Motivation

Techniques Airtel

MIC

(Tigo)

Smile

Communications

Voda

com

Employee bonus 0 1 0 0 1

Employee bonus and

overtime allowances

0 0 0 1 1

House rent allowance 0 1 0 0 1

Medical and Overtime

allowances

1 0 0 1 2

Medical, Mobile

phone, Transport

allowances

0 1 0 0 1

Medical, Overtime,

Mobile phone

allowances

0 0 0 1 1

Overtime allowance 0 1 0 0 1

Staff training 0 2 0 0 2

Staff training,

Employee bonus and

Festival bonus

1 0 0 0 1

Staff training,

Medical, Mobile

phone allowances

0 0 3 4 7

Staff training, Mobile

phone, Meal

0 0 1 0 1














54

Formatted: Centered

allowances

Staff training,

Employee bonus,

Holyday allowances

1 0 2 3 6

Staff training,

Overtime, Mobile

phone allowances

0 1 0 0 1

Transport, Holyday,

House rent, Meal

allowances

1 0 2 3 6

Total 4 7 8 13 32


Respondents were asked to identify techniques used to motivate employee in their

company and the response is summerised in Table 4.6.10 above. The study revealed

the leading technique is staff training, medical and mobile allowances which were

identified by 3 respondents from Smile communications and 4 respondents from

Vodacom. Another identified techniques were staff training, employee bonus and

holyday allowance from which 1 respondent from Airtel,2 from Smile

communications and 3 from Vodacom, and the last group were transport, holyday,

house rent and meal allowances where 1 respondent from Airtel, 2 from Smile

communications and 3 respondents from Vodacom.

The reason behind this response is that, each company finds its own techniques to

motivate and retain its employees for the betterment of company productivity.

According to Rietdijk, (2010) in his study revealed that, rewarding good behaviour

works, as long as managers involve their employees in the settings of their bonuses.

He also recommends that both financial and social rewards should be implemented in

their management. Rustenburg (2002) mentions, that the way to choose the best

incentive system in order to increase the motivation of your employees is dependent

on the culture of the organization, the strategy of the organization, the market





55

Formatted: Centered

situation and the character of the sales representatives. This might explain a part of

the contradictions that some managers are confirmed that incentive system s

motivate, whereas others are against using them (Rietdijk, 2010).

The data implies that, techniques used by telecom companies vary from company to

company, and therefore, there is no uniformity. The current study concurs with a

study by Afful-Broni (2012) in Ghana, who revealed that, a greater percentage of

91.7 of the respondents agreed that employees are keen to achieve high performance.

They stated among other things that motivation is rewarding and it leads to initiation

and innovation and that its presence at University of Mines and Technology (UMaT)

will go a long way to boost morale of workers to bring out the best in them (Afful-

Broni, 2012).

The important issue here to note is that, telecomm companies have to make sure that
















current study is therefore recommends that, it is necessary telecom companies to

56

Formatted: Centered

design motivational packages that will stimulate workers effectively in order to

contribute immensely towards the achievement of stated goals.

4.7 Effectiveness of the Current Employee Motivational Techniques

According to Paarlberg (2006), to achieve a certain desired goal the organisation

needs to motivate workers. Motivation cycle suggests that high performance leads to

the receipt of rewards, both intrinsic and extrinsic, which leads to increased

employee satisfaction when such rewards are valued by the employee and perceived

as equitable (Paarlberg 2006). Many theories of workplace incentives claim that a

particular act would result to an outcome (Vroom 1964 in Mkisi, 2008). This concept

which can be linked to in-put out-put model which means that, when an employee is

given a certain motivation it will lead to increase in performance and hence increase

in productivity (Mkisi, 2008).

Table: 4.7.11: Effectiveness of motivational techniques within the organisation

Level Total Percent

Poor 7 21.9

Satisfactory 15 46.9

Good 9 28.1

Very Good 1 3.1

Total 32 100.0


Respondents were asked to rank the effectiveness of the current employee motivation

techniques that are offered in their respective companies and the response is

summerised in Table 4.7.11 above. The study revealed that, 15 respondent’s equals

to 46.9 percent were of the view that the techniques that are used in their companies










57

Formatted: Centered

are satisfactory, on the average 10 respondents equals to 31.2 percent were of the

view that the techniques are satisfactory and the last 7 respondent’s equals to 21.9

percent said the techniques are poor.

The reason behind this response is that, telecom companies are doing their best in

providing the employee motivational techniques. This in one way or another

discourages work morale and performance hence reducing companies productions.

According to Delaney and Huselid, (1996) the effectiveness of skilled employees is

likely to be limited if they are not motivated to perform. One of the means that

organizations can use to enhance employee motivation and performance is to provide

performance related compensation (Delaney and Huselid, 1996 in Yasmeen, 2013).

A reward and compensation system is based on the expectancy theory, which

suggests that employees are more likely to be motivated to perform when they

perceive that there is a strong link between their performance and the reward they

receive (Fey and Bjorkman, 2001; Guest, 2002; Mendonca, 2002 in Yasmeen, 2013).

In other words, the compensation system (e.g. profit sharing) contributes to

performance by linking the interests of employees to those of the team and the

organization, thereby enhancing effort and performance (Kalleberg and Moody,

1994; Huselid, 1995; Kling, 1995 in Yasmeen, 2013).

The data implies that, employee can perform better only if they are well motivated by

their company through different motivational techniques and approaches imposed

within the organizational settings. In Nigeria, a study by Muogbo, (2013), asserted

that workers tend to perform more effectively if their wages are related to

performance which is not based on personal bias or prejudice, but on objective

evaluation of an employee’s merit (Muogbo, 2013).

Though several technique of measuring job performance has been developed, in

general, the specific technique chosen varies with the type of work. For achieving

prosperity, organization designs different strategies and techniques to compete with

their rivals and for increasing the performance of the organizations. A very few

organizations believe that the human personnel and employees of any organization

58

Formatted: Centered

are its main assets which can lead them to success or if not focused well, to decline.

Unless and until, the employees of any organization are satisfied with it, are motivated for

the tasks fulfillment and goals achievement and encouraged, none of the organization can

progress or achieve success (Ibid).

The important issue here to note is that, telecomm companies should impose as

efforts as they can, so as to bring to focus how an appropriate techniques that can

influence employees to develop positive attitude towards their job and thereby

increase their productivity within the respective organization. According to Shadare

et al., 2009 employee motivation is one of the policies of managers to increase

effectual job management amongst employees in organizations (Shadare et al., 2009

in Muogbo, 2013).

A motivational employee is responsive of the definite goals and objectives he/she

must achieve, therefore he/she directs its effort in that direction. Rutherford (1990)

reported that motivation formulates an organization more successful because

provoked employees are constantly looking for improved practices to do a work.

Getting employees to do their best work even in strenuous circumstances, is one of

the employees most stable and greasy challenges and this can be made possible

through motivating them (Rutherford, 1990 in Muogbo, 2013).

Employees want to earn reasonable salary and payment, and desire their workers to

feel that is what they are getting (Houran, 2010 in Muogbo, 2013). Money is the

fundamental inducement; no other motivational technique comes even close to it

with respect to its influential value. It has the supremacy to magnetize, maintain and

motivate individuals towards higher performance. Frederick Taylor and his scientific

management associate described money as the most fundamental factor in motivating

the industrial workers to attain greater productivity. The study therefore recommends

that, leadership is all about getting things done the right way, to do that you need

people to follow you, you need to have them trust you. And if you want them to trust

you and do things for you and the organization, they need to be motivated (Baldoni,

2005 in Muogbo, 2013).

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Formatted: Centered

This chapter discussed inter alia, research findings in detail within which data were

analysed and interpreted in tables. The study revealed the following; respondents

surveyed in this study agreed that, employee motivations real determine

organisational performance, employee motivations in enhancing organisational

performance in the telecom companies have satisfactory results, the leading types of

motivators identified to be good salary, promotion and career development, the

effectiveness of employee’s motivators used by telecom companies are satisfactory,

the leading techniques used to motivate employees were identified to be staff

training, medical and mobile allowances, the effectiveness of the current employee

motivational techniques were found to be satisfactory.

The following chapter discusses the conclusion of the study; recommendations of

key important issues and the observed further researchable area.

\

60

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CHAPTER FIVE

SUMMARY, CONCLUSION

5.1 Introduction

This chapter summarizes the findings, presents the discussion of the findings,

conclusion of entire paper and the general recommendations from the field survey

and areas for further study.

5.2 Summary of the study


performance was done at Kinondoni Municipal Council in Dar-Es-Salaam City; the

general objective was to assess the role of employee motivations in enhancing

organisational performance. The specific objectives were; to determine the effect of

employee motivation on organizational performance; to identify types of motivators

for telecommunication employees; and, to determine the best employee motivational


The significance of the study was to benefit the Vodacom (T) and same service

providers and other stakeholders in the issue of employee motivations in relation to

organisational performance. It will further, bring light to different types and

techniques of motivation which will inform the design of appropriate measures

aimed at bringing out the best employees with regard to performance, causes of low

performance will inform the management and policy makers in their decision-

making. And finally, Administrators will be helped through the use of motivation not

just for the sake of it but to know how, when, what type and techniques that best suit

telecom employees.

Both theoretical and empirical literatures were reviewed and research gap which was

determined at the proposal stage was covered from the data analysis and discussion.

The population for the study was 32 respondents. Research design was case study

design and data collection method used was questionnaires. Data analysis was done

through the aid of computer software Excel and Statistical Package for Social

Scientist (SPSS) based on the research objectives.


Formatted: Heading 1, Left, Indent: Left: 0", Line spacing: single, Tab stops: Not at 1.98"



61

Formatted: Centered

The study revealed the following;

In Objective One- the findings indicate that, employee motivation determine

organisational performance, i.e. 93.8 percents of the surveyed respondents agreed

that employee motivation determine organisational performance, 6.3 percent were

not completely agreed to it but to some extent determine organisational performance.

(See table 4.3.6)

In objective Two- the findings indicate that the leading type of motivators for

telecom employees are good salary, promotion and career development, followed by

good working condition, job security and career development, the last one were good

working condition, job security, promotion, good salary and career development.

(See table 4.4.8)

In objective Three- the findings indicate that, amongst the leading techniques used to

motivate employees in telecom companies were staff training, medical and mobile

allowances, followed by staff training, employee bonus and holyday allowances, the

last one transport, holyday, house rent and meal allowances. (See table 4.6.10)

5.3 Conclusion

The aim of this research was to assess the role of employee’s motivations in

enhancing organisational performance. According to Lut, (2012), most professionals

and managers associated organizational performance with motivation of employees,

with their participation and involvement in the organization. Interest in the

employees’ motivation and satisfaction was born precisely from the need to

understand and to use subjective factors explaining differences in behaviour and

performance of those who work. Job motivation and job satisfaction and especially

the connection of these variables to performance attracted the interest of researchers

both in the field of social psychology and the organizational psychology (Lut, 2012).

According to Vinke (1999), employee motivation is the key success factor for a

company. Especially in contact centres, where operational employees are for a huge

amount responsible for sales generation, motivation is an issue which needs to be

optimized. In practice, Managers use different motivation techniques because they do


62

Formatted: Centered

not seem to know what actually motivates their personnel (Vinke, 1999 in Litjens,

2011).

The current study revealed that, respondents surveyed in this study agreed that,

employee motivations real determine organisational performance, employee

motivations in enhancing organisational performance in the telecom companies have

satisfactory results, the leading types of motivators identified to be good salary,

promotion and career development, the effectiveness of employee’s motivators used

by telecom companies are satisfactory, the leading techniques used to motivate

employees were identified to be staff training, medical and mobile allowances, the

effectiveness of the current employee motivational techniques were found to be

satisfactory.


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APENDICES

Appendix I: Research Questionnaire

My name is Erick Charles Marupa, a student at Mzumbe University pursuing Master

of Business Administration Degree in Corporate Management (MBA-CM). This

questionnaire is part of the questions in my dissertation paper about the Title:

Telecommunication Sector in Tanzania: “An Assessment of Role of Employee

Motivation in enhancing Organisational Performance”. If you will agree voluntarily

to participate in this study, please correctly fill the questions below. And I would like

to assure you that your name and a place where you live will not be disclosed in this

study so as to observe confidentiality in research activities. Your answers will remain

confidential and will not be used against this study.

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Thanks you for your cooperation!

SECTION A: PERSONAL INFORMATION

Please give your answer by putting a tick (√) in the appropriate space or write your

answer in the space provided:

1. Gender: Male ( ) Female ( )

2. Age

S/No Age group [√]

1 21-30

2 31-40

3 41-50

5 51-60

6 61and above

3. Marital Status

Put a tick [√] at the correct answer

S/No Marital Status [√]

1 Married

2 Single

3 Divorce

4 Separate

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5 Widow

4. Level of education


S/No Education Level [√]

1 Standard Seven

2 Form Four

3 Form Six

4 Professional Certificate

5 Diploma

6 Bachelor Degree

7 Post Graduate Diploma

8 Masters Degree

9 PhD Degree

5. Occupational

status/Position................................................................................................

6. Companies Name

............................................................................................................











Formatted: Indent: Left: 0", Line spacing: Multiple 1.15 li


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SECTION B: EMPLOYEE MOTIVATION ON ORGANIZATIONAL

PERFORMANCE

Put a tick [√] in the box at the correct answer

2.1 Does employee motivation determine organisational performance?

Levels Tick [√]

Strongly Disagree

Disagree

Partially Agree

Agree

Strongly Agree

2.2 If you have to self-assess, how do you assess the results of employee motivation

in enhancing organizational performance in your company?

Put a tick [√] below the number at the correct answer

Results Very

Poor

Results

Poor

Results

Satisfactory

Results

Good

Results

Very Good

Results

Tick

[√]

SECTION C: TYPES OF MOTIVATORS FOR TELECOMMUNICATION

EMPLOYEES


3.1 What types of motivators those best suit telecommunication employees?

S/No. Motivation Techniques Tick [√]

1 Good Working Condition








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2 Job Security

3 Workers participation in Organisational

Decision-Making

4 Promotion

5 Career Development

6 Freedom and/or Autonomy

7 Relationship With Supervisor

8 Relationship With Co-Workers

9 Good Salary

10. Social Security Protection

11. Others (Specify)


3.2 What are the types of motivators currently in place in your telecomm

company?


1 Good Working Condition

2 Job Security

3 Workers participation in Organisational

Decision-Making

4 Promotion

5 Career Development

6 Freedom and/or Autonomy

7 Relationship With Supervisor

8 Relationship With Co-Workers

9 Good Salary

10. Social Security Protection


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3.3 How effective are the above types of motivators in your company in relation

to organizational performance?

Put a tick [√] below the number in the box at the correct answer

Effectiveness Very Poor Poor Satisfactory Good Very Good

Tick [√]

SECTION D: EMPLOYEE MOTIVATIONAL TECHNIQUES


4.1 What are the best motivation techniques for organisational performance?


1 Money

2 Staff training

3 Informational Availability

4 Medical Allowance

5 Employee Bonus

6 Festival Bonanza

7 Overtime Allowance- Shift and On-Call

8 Children Educational Allowance

9 Mobile Phone Allowance

10. Long Service Allowance

11. Transport Allowance

12. House Rent Allowance

13. Holyday Allowance

14. Meal Allowance

15. Disability Allowance


4.2 What are the techniques used to motivate employees in your company?

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1 Money

2 Staff training

3 Informational Availability

4 Medical Allowance

5 Employee Bonus

6 Festival Bonanza

7 Overtime Allowance- Shift and On-Call

8 Children Educational Allowance

9 Mobile Phone Allowance

10. Long Service Allowance

11. Transport Allowance

12. House Rent Allowance

13. Holyday Allowance

14. Meal Allowance

15. Disability Allowance


4.3 How effective are the current employee motivational techniques in your

company?

Put a tick [√] in the box provided at the correct answer

Status Very Poor Poor Satisfactory Good Very Good

Tick [√]

SECTION E: GENERAL RECOMMENDATIONS

5.1 What are your general recommendations on sustainable employee motivation on

organizational performance?


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THE ROLE OF EMPLOYEE MOTIVATION IN ENHANCING ...

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