Assessment of motivation practices on employee performance in Meru national polytechnic Kenya

Abstract

The use of motivation practices by companies represents an effort to apply the concepts and theories of Maslow and Herzberg to the workplace. Performance is thought to relate to the interplay of skill, opportunity, and enthusiasm. While managers recognize the potential of positive incentives to enhance performance and productivity, they may rely on ineffective strategies. The purpose of this study was to evaluate how motivation practices impacted employee performance within Kenya's National Polytechnics, focusing specifically on Meru National Polytechnic. The specific objectives that guided the research were: to determine the influence of compensation on employee performance; to establish the effect of rewards and recognition on employee performance; to evaluate the extent to which training affected employee performance; and to assess the impact of the work environment on employee performance. The theoretical basis comprised motivation theory, Frederick Herzberg’s two-factor theory, and expectancy theory. A descriptive research design was utilized with a target population of 399 teaching and support staff at Meru National Polytechnic. Based on Krejcie and Morgan’s formula, the sample included 196 respondents. Primary data was collected via questionnaires, which were piloted with 20 respondents from Nyeri National Polytechnic to ensure validity and reliability. Data analysis applied frequencies, descriptive statistics, and inferential statistics, including means, standard deviations, correlations, and regression modeling, to determine the relationship between the independent motivational variables and the dependent variable of employee performance. Tables and figures presented the results visually. The analysis revealed that motivation practices significantly enhance employee performance, supported by strong correlations between recognition and productivity. Furthermore, training was found to boost employee confidence and competence, while a positive working environment fostered engagement and collaboration. Inferential analysis, including regression and correlation tests, indicated that 76.1% of the variance in employee performance could be explained by the combined effects of the studied factors. The findings underscore the importance of adopting a holistic approach to employee motivation and performance management. Recommendations include implementing comprehensive motivation strategies, enhancing rewards and recognition programs, investing in continuous training, and fostering a supportive working environment. The study contributes to the understanding of employee performance dynamics in educational settings and emphasizes the need for organizations to prioritize these critical factors for improved productivity and employee satisfaction. Further research is suggested to explore longitudinal impacts and the evolving nature of employee motivation in diverse organizational contexts.