Chapter One Introduction

1.0 Background Information

Motivation is a highly complex phenomenon (Bent, et al. 2000) that influences and is influenced by a large number of factors in the organizational environment (Porter and Steers, 2000). The study of motivation is concerned with why individuals think and behave as they do (Mullin, 2000: Weiner, 2003, Wagner, 2001). A great amount of definitions are presented by literature, eg. Vignali (2002) points out that motivation is a process that triggers individuals necessary to direct that persons actions and behaviour towards the achievement of some goals, and focuses, according to Luthas (2002) and Mullins (2000), on the fulfillment of certain needs and expectations. Moreover, Westerman and Donoghue refer to motivation as a set of processes which energize a persons behaviour and direct him or her towards attaining some goals, or put more simply getting people to do willingly and well those things which have to be done. (1999, p. 79). Generally, motivation deals with forces, which initiate, direct and sustain behaviour towards the attainment of certain goals (Bent et al., 2003). Particularly, in terms of the organizational aspect, motivation focuses, according to Molander (2002), on an individuals willingness to put efforts into his/ her work, and on the amount of efforts, which are made in order to obtain incentives or a special form of incentives. Molanders definition of motivation represents the basis for this thesis. The motivational process (see figure 1.1) represents a very general model of human behaviour (Mullins, 2000). Steers (2003) argued that this model assumes that individuals hold a number of needs, desires and expectations in varying strengths. Based on these needs and expectations, people act or behave in a certain way that they believe will lead to the desired goal. Thereby, according to Steers and Porter (2003), the individual will be provided with feedback about the impact of his/ her present behaviour, or may reassure

the individual to alter his/ her current way of acting is correct and may confirm the person in pursuing this course of action. result in

NEEDS OR EXPECTATIONS

DRIVING FORCE (behaviour or action)

to achieve

DESIRED GOALS

FULFILMENT which provide feedback

Figure 1.1 A simplified illustration of the basic motivational model (Source: Mullins, 1999, p. 407) The motivational process is not simple and straightforward as it seems. It is a far more complex study. Porter and Steers (1991) refer to Dunnette and Kirchner (1995) and others who identified four aspect, which complicate the simplicity of the model. The first aspect refers to the fact that motivates cannot directly be observed and therefore a need to deduce them exists (Baron, 2003). However, the inference of motives from observed behaviour is associated with difficulties traced back to at least five reasons. These five reasons are: (1) Several motives may be expressed through any single action; ( 2) Motives may occur in disguised forms; (3) Similar or identical actions may represent several motives; (4) Different behaviour may embody similar motives; and (5) The modes of expression of certain motives may be mitigated by personal and cultural variations. The second complication of the model deals with the fact that any person has a host of motives. These motives may change over time and conflict with each other. Third, Porter and Steers (1991) point out that the selection of certain motives over others, as well as the intensity with which such motives are pursued, may differ from person to person. In

addition, they refer to the fourth complication, the fact that an attainment of certain needs, desires and expectations may prompt a person to direct his/ her attention to other motives, or to intensify the pursuit of these motives. Individuals are different and therefore also have different needs and expectations, which they attempt to fulfil in many different ways. These needs and expectations, which they attempt to fulfil in many different ways. These needs and expectations, altering and often conflicting with each other over time. May be classified in several ways. Two out of the variety of classifications will be explained more detailed in the following.

1.3 Background of Kerugoya Kutus Municipal Council It has 8 councilors, 6 elected and 2 nominated and a public officer, headed by a Mayor who is elected among the councilors. The council is further divided into four committees, each headed by a committee chairman, all councilors fall within these committees. The committees are: Finance, Staff and General Purpose, Town Planning, Works and Housing, Education and Social Services and Public Health and Environment Committee.

The council has three main departments, Town Clerks Department, Town Treasurers Department and Town Engineers department. The Town Clerk is the Chief executive and Administrative Officer of the council. The Town treasurer is the principal finance officer and heads the Town Treasurers department. The Town Engineer heads the Town Engineers department and he is in charge of infrastructure development in the Municipal council. All operations and activities of the council are carried out through committee system whose mandate is to make policy guidelines, which are implemented by the relevant departments headed by the Town Clerk.

1.4 Statement of the Problem. The underlying concept of motivation is some driving force within individuals by which they attempt to achieve some needs and expectations. Management theorists and psychologist have brought forward different factors that influence motivation. The factors are identified as intrinsic and extrinsic factors. Kirinyaga county council has employed over 600 people who contribute significantly to the provision of essential service that facilitates in economic development of the country. It is the responsibility of the council to maintain a motivated work force. However different people are motivated by different factors and individual needs and expectations also vary. Motivation is complex and a personal thing. Workers are influenced by a variety of variables that often keep on changing the question is how do Kirinyaga county council in this context manage to influence the motivation of individual workers bearing in mind the diversity in the workforce. Studies in show that high morale among workers may not be an indication of high productivity. Higher morale of union members may enable them to continue to strike and fight out the issue.

1.5 Objectives of the Study. The overall objective of the study is to analysis the factors influencing motivation at Kirinyaga county council. The specific objectives are: 1. To establish how communication influences motivation at Kerugoya Kutus Municipal Council. 2. To find out how delegation influences motivation Kerugoya Kutus Municipal Council. 3. To find out the impact of discipline on motivation of employees at Kerugoya Kutus Municipal Council. 4. To find the role of supervision in enhancing motivation of employees Kerugoya Kutus Municipal Council. 5. To establish how discipline administration enhances motivation at Kerugoya Kutus Municipal Council. Hypothesis (i) (ii) (iii) (iv) (v) H1- The way leaders communicate influences the morale of workers. H1- Industrial relations and promotion of industrial peace by leaders positively influences motivation of workers. H0- Supervision by leaders does not influence motivation. H0 - Delegation of authority has no relationship with motivation. H0-There is no significant relationship between discipline administration and motivation. 1.7 Scope of the Study. The study analysis the factors influencing motivation in Kirinyaga county council. The study will be carried between the month of Jan and April and study the variables of salary, communication organizational structure supervision.

1.8 Significance of the study. The result of the study will provide a reference document to the management of the council. It will facilitate the formulation of motivation policy for the organization. the workers of the council will use the document to measure and evaluate the motivation efforts of the county council. The ultimate result is improved moral which will be improved performance. Once the workers are motivated the citizens of Kirinyaga district will enjoy better services from the council worker. Students of business administration will use the document as part of their empirical studies for their research work. Definition of terms. Motivation people to of goals. Leadership Leadership is associated with the concept of inspiration of getting people and creating a vision in which people identify themselves with. Delegation Supervision Discipline Industrial relations Entrusting part of the responsibility to a subordinate . It involves directing and counselling the members and activities of a work group. Adherence to the standard of behaviour of an organisation. Any formal or informal interaction between the employee and employer in an employment context. A set of process which energizes persons behaviour and direct the person to attain some goals or to put willingly commit themselves to achievement

Chapter Two Literature Review

2.0 Introduction This chapter present a preview on the literature on factors influencing motivation in organization. people working in the organization require their needs and expectations provide so that in return they contribute in meeting the needs and expectation of the organization. This chapter summaries on the theoretical literature, empirical studies, conceptual frame work and summary of the literature review. 2.1 Theoretical Review. In an organization set up motivation may be intrinsic or extrinsic. Both serve to motivate employee to have them to willingly and repeatedly commit themselves to the goals and objectives of the company. Cole (2004) states that motivation is complex as it is difficult to explain or predict behaviour of worker. Behaviour scientists, management writers and psychologists based on research have developed and formulated theories on motivation. 2.1.1 Theories of Motivation 2.1.1.1 B.F Skinners Theory of Operant Conditioning or Behaviour Modification Theory This theory states people behave the way they do because in past circumstances they learned that certain behavior was associated with pleasant outcomes, while certain other behaviour was association with unpleasant outcomes. In the simplest language this is a theory of learning that is how to make an animal or human being learn what positive or desirable behaviour is. Skinner did not make any research in the field of industries, but he conducted his researches to study learning process among rats, and also experimented with school children and found that stimulus for desirable behaviour could be strengthened by rewarding it at the earliest. In the industrial non-financial incentives. More immediate is the reward and the stimulation or the motivation it creates. Withdrawal of reward in case of substandard work may also produce the desired result. However, researches show that it is generally more effective to reward desired behaviour

than to punish undesired behavior. In an employment context motivated workers who be rewarded for desirable behavior report at repeated desirable behavior and the verse visa for undesirable behavour,(Mullins2005). 2.1.1.2 McClellands developed the Need for Achievement Theory This theory focuses on industrial enterprises, as the achievement motive naturally has much to do with the success and failure of an enterprise. has been conducted on the According to McClelland the three human needs are need for affiliation, need for power and need for achievement. His theory postulates that some people are much more achievement minded than others and they attain job satisfaction, and derive a special kind of joy in attaining an objective successfully or accomplish a challenging job rather than receiving a monetary or other reward.(cole,2004) The need for achievement or selfactualization is the strongest and lasting motivating factor, particularly in case of persons whose power needs are satisfied. Unfortunately we do not see this type of motivation in most of the Indian organizations. This type of motivation may be seen more among people with higher technical skill and professional knowledge, than in labour intensive traditional organizations.

2.1.1.3 Abraham H. Maslows Need Hierarchy or Deficient Theory of Motivation: Maslow suggested that human beings needs operates at a number of different levels from basic self esteem, self actualization. The intellectual basis for most of the motivation thinking has been provided by the behavioural scientists. A.H. Maslow and Fredric Herzberg, whose published works, are the bible or motivation. Although Maslow himself did not apply his theory to industrial situation, it has a wide impact far beyond academic circles. Douglous MacGregor has used Maslows theory to interpret specific problems in personnel administration and industrial relations (Ranchman2006). The concept of Maslows theory is that human needs are arranged in a hierarchy composed of five categories. The lowest level needs are physiological and the highest

level is the self-actualization needs,( Sagimo 2002) Maslow starts with the formulation that man is a wanting animal with a hierarchy of needs, of which some are lower in scale and some emerge. Higher needs cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the standard economic theory of diminishing returns. The hierarchy of needs at work in the individual is today a routine tool of the personnel trade, and when these needs are active they act as powerful conditioners of behaviour as motivators. Hierarchy of Needs: The main needs of men are five namely physiological needs, safety needs, social needs, ego needs and self-realization or self-actualization needs, as shown in order of their importance and working in the following two Models. The above five basic needs are regarded as striving needs which make a person do things. The first model indicates the ranking of the different needs. The second is more helpful in indicating how the satisfaction of the higher needs is based on the satisfaction of the lower needs. It also shows how the number of persons who have experienced the fulfillment of higher needs gradually tapers off. The needs are explained as physiological needs which are the most basic needs these are food, water, clothing rest and shelter. They maintain the body in a state of peace for example a salary enables a person to meet and satisfy the needs. The next in order of needs is safety need, the need to be free from danger, either from other people or from environment. The individual wants to be assured, once his bodily needs are satisfied, that they are secure and will continue to be satisfied for the foreseeable future. The safety needs may take the form of job security, security against disease, misfortune, old age, etc. as also against industrial injury. Such needs are generally met by safety laws, measures of social security, protective labour laws and collective agreements (Mullins2005). Going up the scale of needs, the individual feels the desire to work in a cohesive group and develop a sense of belonging and identification with a group. He feels the need to love and be loved and the need to belong and be identified with a group. In a large organization it is not easy to build up social relations. However close relations can be

built up with at least some fellow worker. Every employee wants to fell that he is wanted or accepted and that he is not an alien facing a hostile group, (Kootz2006). Esteem needs are reflected in our desire for status and recognition, respect and prestige in the workgroup or workplace, such as is conferred by the recognition of ones merit by promotion, by participation in management and by the fulfillment of a workers urge for self-expression. Some of the needs relate to ones self-esteem, e.g. need for achievement, self-confidence, knowledge, competence, etc. one the job, this means praise for a job well done. But more important, it means a feeling by the employee that at all time he has the respect of his supervisor as a person and as a contributor to the organizations goal. Self-realization or Self-actualization Needs: This upper level need is one which when satisfied makes the employee give up dependence on others or on the environment. He becomes growth-oriented, self-directed, detached and creative. This need reflects a state defined in terms of the extent to which an individual attains his personal goal. This is the need which totally lies within oneself and there is no demand from any external situation or person. To quote Maslow, A musician must make music; an artist must paint, a poet must write, if he is to be ultimately happy. What a man can be he must be. This need we may call self-actualization He has the desire to be more and more what one is, to become everything what one is capable of becoming. In practical terms, in an organization one seldom achieves self-realization. However, the creativity of a man is producing new and practical ideas, in bringing about productivity, innovation and reducing costs might satisfy some of these needs. By and large Maslows analysis is significant, and he may also be correct in saying that saturated basic needs act as disincentives, but his reasoning is not free from flaws. For the majority of industrial workers or executives even basic needs are never satisfied fully. These needs are recurrent and some of them are fairly constant. They may vary, say from a small flat to a bigger flat, or from a small car to a bigger car, but all the same they are there. Moreover, as observed earlier, the industrial scene is hardly conducive to satisfying higher needs, particularly the one of self-actualization. A highly dedicated and committed executive may have a highly developed sense of responsibility, but may not have the

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need for self-actualization. A highly dedicated and committed executive may have a highly developed sense of responsibility, but may not have the need for self-actualization.

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Self-actualising

Encouragement of complete employee commitment Job a major expressive dimension of employees life

Ego -

Creation of jobs with scope for achievement autonomy, responsibility, and personal control Work enhancing personal identity. Feedback and recognition for good performance (e.g, promotions, employee of the month awards)

Social

Work organization that permits interaction with colleagues. Social as sport facilities Office and factory parties and outings

Security

Pension and health care plans Job tenure Emphasis on career paths within the organization.

Physiological

Salaries and wages Safe and pleasant working conditions.

Figure 2.1 Examples of how organizations can satisfy needs at different levels of Maslows hierarchy (Morgan, 1997, p. 37)

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2.1.1.4 Herzbergs Two Factor or Hygiene or Maintenance Theory of Motivation. The following chapter is based on Herzberg (1966) and Herzberg, Mausner, and Snyderman (1999). In the late 50s. Herzeberg interviewed two hundred engineers and accountants of Pittsburgh industry in order to investigate what causes their satisfaction and dissatisfaction on the job. The employees were asked to describe a situation at work when they felt good, and a situation when they felt bad. Moreover, they were asked why they felt that way. In other words, the employees were asked if their feelings about their job had influenced their work performance, well-being or personal relationships. The results of this study revealed that a bad environment caused dissatisfaction. However, a good environment led to an individuals satisfaction very seldom. According to this study, employees perceived satisfaction by the intrinsics of their work. Herzbergs work categorized motivation into two sets of factors: motivators and hygienes. (1) Hygiene factors do not motivate employees, however, they may reduce the extent of dissatisfaction experienced by the individuals. That means if these factors are not present, or are mismanaged, they may cause dissatisfaction on the job. In an optimal situation, regarding the presence of hygiene factor, the employee will not experience dissatisfaction, but neither will he/she develop positiveattitudes towards the work. Hygience factors are related to the job context. They are the major environmental aspects of the work, in other words, they are extrinsic factors of the job. Herzberg (1966) and Herzberg et al. (1999) identified company policy and administration, supervision, interpersonal relations, working conditions and salary as hygiene factors. (2) The other set of factors, called motivators, satisfies a persons need for self-actualisation in his/ her job and, therefore, leads to positive feelings towards the work. The motivators are related to the job content, in other words, the are intrinsic. Job related factors that promote job satisfaction are achievement, recognition, work itself, responsibility and advancement.

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They argued that hygiene factors led to job dissatisfaction due to an individuals need to avoid unpleasantness, whereas the satisfaction generated by motivators was caused by a need for growth and self-actualisation. Moreover, the factors providing job satisfaction were separate and distinct from the factors that led to work dissatisfaction. Herzberg (1966) and Herzberg et al. (1999) argued that positive and negative attitudes towards the job are not the opposite of each other, since they are influenced by different factors. Therefore, they suggested that the opposite of job satisfaction is no job satisfaction, and the opposite of job dissatisfaction is no job dissatisfaction. To sum up, the hygiene factors are extrinsic, aim to prevent job dissatisfaction, and contribute only to a minor extent to positive feelings towards the job. Motivators, on the other hand, are intrinsic elements of the job, encourage personal growth and development, and contribute very little to job dissatisfaction. Both the hygiene factors and the motivators serve an employees needs. However, mainly the motivators serve an employees needs. However, mainly the motivators cause the satisfaction on the job and the enhancement in the work performance. Herzberg et al. (1999) discussed the effects of job attitudes in terms of performance, attitudes towards the job, attitudes towards the company, mental health, and interpersonal relations. An employees feelings towards his/ her job had a significant impact on the performance of the tasks. Improved attitudes towards the job led to an enhanced performance, whereas negative changes in the job attitudes caused a reduction in the work performance. Moreover, favourable attitudes toward the job had an influence on performance rather than unfavourable ones. Conclusions about the impact of positive job attitudes on the psychological commitment of an individual to his/ her work could not be drawn. In addition, improvements in job attitudes let to an increase in the attitude toward the company. Herzbergs two-factors theory represents an extension of Maslows need hierarnchy (see figure 2.1). Thereby, the hygiene factors can be considered as lower level needs, whereas the motivators can be seen as higher level needs. Herzbergs theory emphasis that attention has to be given to hygiene factors as well as to motivators in order to 14

motivate employees. Furthermore, the major role of the work itself as a factor of motivation and job satisfaction is stressed. Maslows hierarchy of needs Herzberg;s two- factor theory

Self Self actualization actualization Esteem Love Safely Physiological al

Motivators

Hygiene factors

Figure 2.3 Linking Maslows and Herzbergs theories of motivation.( Source, Researcher)

2.1.3 Motivation of Employees in Actual Practice. Motivation is a western word which has come to our culture, and it has many shades of meaning. For the western mind which believes that a human being inherently avoid: work, motivating comes to the forefront and removes the mental block and obstinacy. If we look from the eastern point of view, we have the work Karma or Dharma, which approximately have the same meaning as motivation. As a blend of Eastern and Western cultures, motivation has something to do with our way of life and thinking. Basically motivation means how to convert a negative into a positive attitude. There is no single magic word to motivate employees as their needs and priories of satisfaction differ. What may motivate one may not motivate the other. However, as Taylor has observed, it is for the employer to find out the right way that could make 15

workers more productive (Cole 2004). According to him an employee is a bundle of untapped energy, ready to work if he properly trained and fairly treated. In managing and organization, some of the important factors which could improve motivation and morale of its employees are as follows. A well-defined humanistic personnel policy wherein the workforce is regarded as the valuable asset of the organization, and sufficient care in the organization, and suitable manpower planning. A long-term employment policy projecting image of fairness in recruitment and selection, place of the right person in the right job, sound and fair promotion and transfer policies, well-planned need-based training and development programmes for grooming employees for higher jobs or building their career in the organization, and suitable manpower planning. Fair wages and salary administration ensuring equitable wage structure free from internal and external inequalities. Good performance should be rewarded adequately at the earliest and also given deserving publicity. A constructive and objective system of performance appraisal and merit rating of employees aiming at servicing and improving them and not so much for punishing them. Prompt handling of workers grievances by having a short time-bound procedure wellknown to employees. In handling grievances, the attitude of persons managing grievances should be cooperative and positive and not negative, and the worker should have the feeling that he will be properly heard and justice will be done. In handling disciplinary cases the management should not only be fair but also seem to be fair. Disciplinary procedure should conform to the principles of natural justice. A corrective and not punitive approach in this respect may be more motivating. Participative and consultative style of management and supervision and increasing autonomy in work may create necessary conditions for motivating workers to give their best. Job enrichment and enlargement, or making the job more challenging are also essential for making the workers give their best, as these will not only reduce job boredom and frustration, but also increase job satisfaction, and satisfy the esteem or ego and selfactualization needs of employees, which are perpetual motivators. Self-motivation by top

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management, senior and middle managers and supervisors is essential if the persons working under them are to be motivated. The dictum before you motivate others, you must first motivate yourself should not be lost sight of. Seniors are expected to provide their juniors effective leadership and set an example of dedication and superior skill. 2.1.4 Concept of Leadership and Supervision Leadership can be described as the art or process of influencing people so that they will strive willingly and enthusiastically towards achievement of groups goals. It is therefore a skill of a manager which enables him/her to persuade the subordinates to apply themselves with zeal and confidence Leadership is a concept that many people have written about only a few have defined it. It is a dynamic process influenced by changing requirements of tasks, group itself and the individual member The various types of leadership are based on the premises that employees will work harder for managers using certain styles of leadership than they will for managers using other approaches. These theories are behavioral and focus on what the leader does and how it is possible to identify four main styles of leadership,( Maxwell 2003) In the dictatorial style the manager tells his/her subordinates what to do, with the implication that they do not follow orders. This style is not widely found in industry and commerce but prevalent in the military and firms run by individuals The autocratic style ,all the decision-making is controlled by the leader himself/herself, who does not encourage participation by subordinates. This sort of leadership might be found in a small firm, which is actively controlled by the owner. This is the rule by self. The democratic style involves Decision-making maybe shared with subordinates, but to be fully effective, the subordinates must be willing to participate. This is the participative style and allows for cooperation and teamwork The Laissez Faire Style is where Subordinates are given little or no dictation. Being allowed to establish their own objectives and make their decisions, often it is chaotic everyone for themselves unless guided. One might ague that it is not leadership but some form of guidance as and when required and might be found in organizations where a number of very highly qualified people, like a scientific research team, are working independently on their own projects. 17

The industrial relations code of practice defines a supervisor as a member of the first line management responsible or particular workgroup to a level of management (Ongera 2003) The supervisor is expected to supervise, motivate, hold meetings, prepare action plan, conduct performance approval and ensure workflow planning and control. It indicates that he/she is not accommodating may frustrate the employee a lot. He may refuse to transmit the grievances of the employees to the management. In the private schools, headteachers are the supervisors who are brain washed and sing the employers voice. They are said to use authoritarian method of administration rule of thumb arbitration and dogmatism. Other than a democratic participative leadership, harsh supervision is a normal occurrence in sole proprietor enterprises which the private school belongs. Supervision is an administrative activity whose strategy is to stimulate teachers towards greater pedagogue effectiveness and productivity, (Okumbe 1998). According to Sagimo (2002) supervision is a management responsibility for a particular workshop. It involves directing and counseling the members and the activities of the workgroup. According to Ongera (2003) the supervisor is expected to provide leadership to the subgroup, prepare action plans, hold meetings, conduct performance appraised and ensure effective work flow. The supervisor role is crucial because he/she is the intermediate between the management and the employees. The supervisor is the channel through which the staffs channel their communication to the management and is from which the management give guidance and instruction to the staff. The supervisor is the link between the management and the rank and file employee between those who decides what should be done and those making decisions. The main task is to ensure work is done and maintains a good relationship between the management and the staff. In a private school context the owners are managers and supervisors. The teachers are closely supervised and given instruction directly by the owner. However power is centralized at the top. This may result to employment related conflicts.

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2.1.6 Salaries & wages (compensation) Compensation management has three key objectives namely; to attract high quality workers from the labor market, retain the best employees, motivate employees to work harder and it helps the company achieve its strategic goals. Bernadine (2003) asserts that compensation is the simple most important cost in most firms. Entrepreneurs major expense in the salary budget which they are keen on because it directly affects the profit. The reward system should help the institution to implement its strategy. Armstrong (2006) gives two categories of equities related to salaries. The teacher service commission is mandated by the government to employee and remunerates teachers, education Act Cap. It formulates policies of remuneration including formulation of a salary structure for the teachers. At employment teacher initial salary is at the lowest point in the scale unless the commission is satisfied that the teacher had previously worked and served as a teacher or any other capacity. The teachers service commission adopts a structured salary structure. According to Cole (2002) 2.1.6.1 The external and internal equity. Internal equity is fairness of pay structure within the firm. Job evaluation is used to arrange jobs into their relative worth and a price attached to each job, this is after an orderly and systematic judgment of the importance of each job to the firm. If the internal relative is absent and employee realizes there is a problem in the salary structure, it can result to a major dissatisfaction amongst the staff. External equity is favor compensation in relation to what other companies are paying. In our case, the salaries paid to teachers should have a specific degree of relationship. For instance, salaries paid in school X should be equal or high to salaries paid in school Y. Cole (2001) states that To maintain external equity, a company needs to carry out a salary survey to facilitate formulation of pay ranges for each grade. The need for adequate remuneration system cannot be over compassed. A well administered system of wage and salary payment will reduce element of discipline,

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employer-employee remuneration confrontation. It will create high morals and increase productivity. (Nzuve 1999) 2.1.7 Industrial relations This subject deals with all formal and informal relationships between the employer and the employee arising out of interaction in a working situation. It will establish a procedure for establishing workers participation, policies for improving co-operation, the control of grievances and management of conflicts. In addition establishing system for involving employees in Total Quality Management (TQM) and customer care (Cole 2005) Employee relation according to Microsoft (2005) shall identify conflicts that arise in employment situations that may cause dissatisfaction amongst the employees. Conflict arises out of one partys ignorance on performance of obligations in the employment contract. Conflict of right asserts Nzuve (2002) arises out violations or agreed terms and conditions on employment. Conflict of interest arises when various interest groups compete for the target share of resources, e.g. wage bargaining where the employees push for a better salary and the employer wishes to keep the salary at a level that favors the profit margin of the organization. Employee relation provides for the formation of trade unions to represent workers. According to Webb brothers (1999), trade unions are an association of worker with intentions to create and safeguard the interests of employees, Borg (1996). Trade unions in Kenya have been seen to frustrate the selfish efforts of the employer. It does further bargain for provision of welfare services, pension schemes and security of tenure. (Bernadine 2003) 2.2 Empirical Studies A recent report by the chartered management institute indicate a strong positive relationship between the organisation priority given to leadership development and the level of employee motivation and satisfactions. Fullan (2001) research on the common traits of leadership that enhances performance. Attempt to identify common personality or physical and mental characteristic of a

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successful leader was met with little success. It was noticeable that individuality or originality usually features in the list of traits. This suggests that there is little in common between specific personality trait of a different leaders. The key traits identified are general characteristics of leaders ability such as self confidence, intelligent and initiative enabling the leaders to influence workers by mobilising them towards the goals and objectives of the organisation. Gibson (2004) researched on the right attitude required for performance. Assessment of employee attitude is vital to a leader. The employee that a leader recruit and selects determines the future performance the manager gets. The leader needs to select an employee who is self driven, educated and trained who understands the policy, strategic procedures and the general relation between an employee and employer in a working context. In conclusion Gibson found that working with women in the 21st century is more desirable than working with men. Women are easily motivated and possess moderate demands which the organisation can afford unlike men who are aggressive and tactical and yearn for power and authority. One of the major influences on people level of behaviour motivation is attitude and expectations. Karau (2000) states that motivation at work is increasingly influenced by the changing nature of the work environment and the concept of psychological contract. The psychological contract is between the organisation and the employees and the expectation from each other. These expectations are not defined formally and although the individual members and the organisation may not be consciously aware of the expectations, their relationship is still affected by these expectation. Rachaman (2001) in his investigative journal analysed the important component and determinants of morale the outcome identified such factors such as feeling of togetherness need for clear goals and objectives, expectation of success towards the achievement of the goals, feeling of each member within that group that has a meaningful task to perform and finally, supportive and simulative leadership. Ochillo (2006) explained that motivation is initiated by the conscious or unconscious recognition of unsatisfied needs. These needs create wants which are desired to create something Goals are then established to meet the needs. The behaviour pathway is

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selected which is expected to achieve this goal. When the goal is achieved this need is satisfied and behaviour is likely to be repeated next time if a similar need emerges. Behaviour of work has strong influence on individual needs at the place of work, it has a strong influence on individual needs at work place. Mwaura (2003) states that environmental and situational variables like type of work individual and social group at work place determines behaviour at work. He outlined those factors as in competence the ability and skills, the conceptual framework which govern how people behave perceived the environment. The expectation of people believe to be important. Herzbergs two factors theory recognizes causes of job satisfaction and dissatisfaction or job satisfaction determined by reorganization achievement and promotion, responsibility and work itself as factors demotivating employees being low salaries, poor working relation, company policies and practices and poor working conditions. Angote (2000) states that the concept of human relations assumed that high job satisfaction leads to high productivity. Research has proved that its not automatic that employees who are motivated will be productive. Lawler and porter developed a model that suggest that productivity lead to job satisfaction. The assumption which seems most realistic is that satisfaction and productivity are circular relationship in which they affect one another. In practical situation its entirely difficult to have high productivity with low satisfaction but it highly doubtful of the conditions can be maintaining at long run. Mwambili (2004) emphasizes that motivation is only effective when clearly perceived and positive relationship exist between performance and outcome seen as a means of satisfying needs. He observed that motivation at work can take place in two ways. Just people can motivate themselves by seeking work that satisfy their needs secondly employee can be motivated by management through pay, promotion, ergonomics, training among others.

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2.3 Conceptual Framework Independent Communication Dependent

Delegation

Employee relations Employee Motivation

Discipline

Supervision

Figure 2.4 Source. Researcher 2010

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The research identifies the independent variables as industrial relation, delegation, supervision, discipline and communication, influencing the dependent variable; employee relations in Kirinyaga Kerugoya Kutus Municipal Council. Harsh supervisors and authoritarian style of leadership frustrate workers in an employment context. Democratic leadership which is constructive motivates workers to perform. Worker feel recognized and will contribute positively to the goals and objectives of the organization since they are motivated. Frustration will result to displaced aggression withdrawal and fixation. Terms and condition of employment includes hours of work workload, union membership, bonus incentive transport training among others are important if reasonably offered. Long working hours, work overload, accident pr environment poses dissatisfaction to the employee.

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Chapter Three Research Methodology

3.0 Introduction The research analyses the factors influencing motivation in the local authorities. This chapter provides the methods and instrument to be used to achieve the objectives of the study. It outlines the research design, study population, sampling design, Data analysis and presentation used in the study. 3.1 Research Design The study will utilize descriptive research design. The design is appropriate for the study as the variables of salaries, supervision work, organizational structures, working conditions and communication will be studied the way they occur or have been occurring. According to Kothari (2003) the researcher in descriptive research designs has no control of the variables and cannot manipulate them. 3.2 Target Population The target population comprise of 618 respondents. Consisting of 15 heads of departments and 613 employee of Kerugoya Kutus Municipal Council as illustrated below. Table 3.1 Target population Response Employee Heads depts. Total Frequency 613 15 628

3.4 Sampling design 25

Stratified sampling method will be used to select the sample of 70 units. The method is appropriate because the size of the population is known and its proportion to the total. A response rate for employee and heads of department is 15% and 1% respectively. Table 3.2 Sample size Response Employee Head of department Frequency 613 15 Response rate 10% 5 Sample size 62 8 70

3.5 Data Collection Data will be collected using structured and opened questions. The use of self administered Questionnaire will ensure privacy of response and therefore it will record a high response rate. Permission will be sought from the management of the county council to be allowed to collect data and further seek appointment from the respondent prior to the actual date of data collection. 3.6 Data Analysis and Reporting The data collected will be checked for completion, coded and analyzed with the help of the Statistical Package for Social Sciences (SPSS). The analysis will be done in terms of descriptive statistics such as mean scores and standard deviations. The results will be presented using tables, graphs and charts for ease of understanding. This will also allow for the interpretation of the findings generated and a recommendation from the findings.

References

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Adair, John. (2006). Leadership and Motivation. Kogan Page Ltd, London

Belding, Shaum. (2004) Winning with the Employee from Hell: A guide to performance and motivation. ECW Press. San Francisco California. Bowen, R. Brayton. (2000). Recognising and Rewarding Employees: Mc Graw-Hill Bruce, Anne. (2002). Building a High Morale Workplace. McGraw-Hill Companies Deeprose, Donna. (2006).How to Recognise and Reward Employees: 150 ways to inspire peak performance. AMACOM, Los Angeles, CA. Del, Tryla; Crisp, Michael G. (1993). Motivation at work: Empowering Employees to give their best. Course Technology Crips, London. Hiam, Alexander. (2002). Motivational Management. AMACOM, Los Angeles, CA. Miner, John B. (2006). Organisational behaviour 1: Essential Theories of Motivation and Leadership. M.E. Sharpe, Inc, London. Pepitone, James. S, Bruce, Anner. (1998). Motivating Employees. Mc Graw-Hill

White, Geoff Drucker, Jan (2000). Reward Management. AMACOM, Los Angeles. CA.

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Appendix I Schedule of the Research Activities PROPOSAL ACTIVITY/DATE WRITING PROPOSAL DATA REPORT REPORT

PRESENTATION COLLECTION WRITING SUBMISSION

AUG DEC 2012

JANUARY 2013

FEBRUARY 2013

MARCH 2013

APRIL 2013

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Appendix II Research Budget ITEM Stationary Telephone Calls Printing And Computer Services Photocopy Data Analysis And Internet Travel Total Contingencies (10%) Grand Total COST 5,000 4,500 11,000 3,500 12,000 8,000 44,000 4,400 48,400.00

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Appendix III Questions for Heads of Department. The researcher is a student of Kenya Methodist University taking masters of business administration (human resource management option) The data being collected will allow him to meet the requirement for the award of the masters degree. The information provided will be treated will confidence and strictly used for academic purpose. Part 1 Respondents General Information 1. Gender Male Female 2. Academic qualification 3. what is your Age range 20 25 26 30 31 35 36 40 Over 44 years

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4. For how long have you worked with Kerugoya Kutus Municipal Council 13 46 7 10 Over 10 years 5. Are you aware of factors that influence motivation in your organization? Yes No 6. Do the local authority involve you in motivating the staff Yes No 7. The following statement can contribute to improved performance in the organization. Indicate the extent you agree or disagree with the statement. Use the likert scale where; Strongly agree Disagree Neutral Agree 1 2 3 4

Strongly disagree 5

1. Sufficient salary is a strong factor that motivate workers 12345 2. Consistent salary structure is ideal motivator to workers 12345

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3. Provided salaries are paid by 10th of every month does not constitute dissatisfaction to workers 12345 4. Salary issues are a major contributor to behaviour of workers 12345 5. Motivation is influenced by a combination of factors 12345 6. Defective channels of communication are sources of frustration in the organization 12345 7. Information overload forces the manager to failure to communicate to subordinate frustrating them 12345 8. Supply of efficient information motivate workers 12345 9. Union membership motivate workers 12345 10. Work overload is not a problem to workers 12345 8 Are welfare services provided by the local authority a source of happiness to worker. Yes No 9 What is the state of security in your organization? Adequate 32

Inadequate 10 Does it have any impact on motivation of employees Yes No

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11 Explain how organization structure influence motivation in Kirinyaga Kerugoya Kutus Municipal Council ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ _______

12 Any other additional information relevant to the study. _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ ____ Thank you

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