Motivating Employees at Work
Source Findings/Result
Manzoor, Q. (2011).
Impact of Employees
Motivation on Organizational
Effectiveness [Abstract].
Business Management and
Strategy, 3(1), 36-44.
doi:10.5296/bms.v3i1.904
Baah, K. (2011).Application of
Frederick Herzberg’s Two-
Factor theory in
assessing and understanding
employee motivation at work:
a remove dissatisfaction.
Ghanaian Perspective.
European Journal of Business
and Management, 3(9), pp.1-
9.doi#10.1.1.684.9465&rep=re
p1&type=pdf
Shahzadi , I., Javed,A., Pirzada,
S.S., Nasreen , S., Khanam, F.
(2014). Impact of Employee
Motivation on Employee
Performance. European Journal
of Business and Management,
Recommendation
Based on the results,
empowerment and
recognition of employees
have positive correlation on
employee motivation. The
more the employees feel
empowered and recognized
at work, the more their
motivation to work will
enhance. Also, a positive
relationship exist between
employee motivation and
organizational effectiveness.
The more motivated the
employees to accomplish
task, the higher will the
organizational performance
and success.
Based on the findings, the
motivator factors are not
enough to motivate the
employees neither does it
take the hygiene factors to
Managers need to
effectively balance the 2
factors well to suit the
special needs of their
employees in order to
satisfy and motivate them.
However, in Ghana, more
emphasis should be given to
hygiene factors since it
appears to motivate the
Ghanaian workers better.
The results of this study
show that significant and
positive relationship exists
between employee
motivation and employee
performance. Also, intrinsic
Integration and
Analysis
Impact on HBO
The study focuses on the
practice and observance of the
two central factors,
empowerment and employee
recognition for enhancing
employee motivation which
leads to organizational
effectiveness. The
organizations should design
their rules, policies and
organizational structures that
give space
to the employee to work well
and appreciate them on their
tasks fulfillment and
achievements. This will surely
lead to organizational growth.
Based on the analysis, the
Ghanaian manager and
organizations should do more
to make the work
Environment more challenging
and interesting. Cognizant of
this, managers in collaboration
with human resource
departments should redesign
jobs and
responsibilities so that new
challenges are presented to
workers on a regular basis. . In
addition, it is essential for
managers to assure their
employees of commensurate
pay but essential to emphasise
to employees that pay is based
on performance and that
‘bonuses’ and other benefits
are awarded for extra effort
put in by those who are
committed to advancing the
fortunes of the companies
they work for.
Construct validity of the career
motivation should
be examined when career
work is needed and check the
relationship of employee
behavior and it attitude
6(23). https://www.iiste.org/
B., & Rajkumar, P. (2015). A
Study on the Impact of
Rewards and Recognition on
Employee Motivation.
International Journal of Science
and Research (IJSR), 4(11),
1644-1648.
doi:10.21275/v4i11.nov151549
Jayarathna, D.Y. (2014). An
Empirical Investigation of the
Impact of Employee Motivation
and Productivity of Executive
Employees with Special
Reference to the Apparel
Industry in Sri Lanka.
International Journal of Science
and Research (IJSR). 3. 2319-
7064
Ndungu, D.N.(2017). The
Effects of Rewards and
Recognition on Employee
Performance in Public
Educational Institutions: A Case
Study of Kenyatta University,
rewards has a significant
positive relationship with
employee performance and
employee motivation. This
study concludes that when
employees are not satisfied
with the provided training,
the employee will most
likely effect their motivation
to work, thus, a negative
relationship.
Based on the study, there is
a direct and positive
relationship between
rewards, recognition, and
job satisfaction, and
motivation. Hence, the
better the reward and
recognition, the higher the
and satisfaction motivation,
thus, possibly a higher level
of performance and
productivity
The research study can be
concluded, as there is an
impact of employee
motivation on employee
productivity of executive
employees of the Apparel
Industry in western province
in Sri Lanka. Also it had
found that there is an
impact of remuneration,
working relationships and
career development on
employee productivity of
executive employees of the
Apparel Industry in western
province in Sri Lanka.
The results of this study
indicate that employees
in Kenyatta University are
less motivated by financial
and recognition rewards and
the variables contribute to
towards
some extent. To identify and
control possible effects that
were not considered in this
study, more variables
should be studied in future,
such as demographic
characteristics, personal
characteristics, abilities, and
needs for
goal achievement in examining
employee motivation. To
enhance the validity in the
behavioral criterion,
variables should be added to
expectancy theory.
Since most of the employees
demand monetary benefit in
rewards and recognition,
organizations should adopt
more
financial incentives for
rewarding the employees. . In
addition, All levels of mangers
should be trained on the art of
making all the employees feel
comfortable in the working
environment which does not
result in emotional conflicts
between performers and non
performers.
HR officers must help the
employers in implementing
innovative ways on how they
can motivate their employees
to make them move forward.
Also, increasing team work in
the work place helps increase
productivity since there is
more than one mind to
generate ideas and insights
from. Also, for further studies,
other variables should be
more explored to have a
better understanding on
employee productivity.
Lack of communication
between employees in
Kenyatta university employees
and management was
found to be weak and should
be improved. This would
Kenya. Global Journal and
Management Research, 17.
https://journalofbusiness.org/i
ndex.php/GJMBR
Shaheen, A., & Farooqi,
Y.A.(2014). Relationship among
Employee Motivation,
Employee Commitment, Job
Involvement, Employee
Engagement: A Case Study of
University of Gujrat, Pakistan.
International Journal of
Multidisciplinary Sciences and
Engineering, 5(9).
https://www.researchgate.net/
publication/324648047_Relatio
nship_among_Employee_Moti
vation_Employee_Commitmen
t_Job_Involvement_Employee_
Engagement
Obi, O.(2018). Influence of
Leader Communication on
Employee
Motivation(Doctoral
Dissertation). Walden
Dissertations and Doctoral
Studies.
a small extent in improving
their job performance. This
shows that employees are
less motivated with their
work in respect to financial
rewards and tend to neglect
the aspects of recognition.
On the other hand, when
the working environment is
conducive, workers are
friendly, they are paid for
what they work, their job is
secure; can grow within
Kenyatta University, their
motivation then remains
high
The findings of the research
conclude that there was a
significant positive impact of
employee motivation on
employee commitment, job
involvement and employee
engagement. Motivated
employee was more
committed with their job.
Positive relation shows that
motivated employees were
more involved and more
engaged in their job. From
this research it was explored
that motivation of
employees was very
necessary and have positive
relationship with employee
commitment, job
involvement and employee
engagement.
The research shows that
leader effective
communication strategies
positively influence
employee motivation. The
findings from this study
showed that business
leaders in the retail industry
used effective
communication strategies,
namely, (a) respectful
communication, (b) twoway
communication, (c)
automatically increase
motivation effectiveness and
performance. Management
should ensure that no large
remuneration gaps exist
among the different levels of
performance. Furthermore, it
should be equitable and
performance linked. Above all,
management should better
the available rewards to
achieve higher and greater
levels of motivation and
employee performance.
Kenyatta University
management should also
provide the employees with
more organizational freedom
and respective autonomy
A future study could focus on
how leadership actions, rather
than
communication strategies,
influence employee motivation
in the retail industry. It is
recommended to focus on
data
collection from both the
leaders and employees in
further research of the
communication
strategies that business

Gopal, R. & Chowdhury, R.G.
(2014). Leadership Styles and
Employee Motivation: An
Empirical
Investigation in Leading Oil
Company in India. IMPACT:
International Journal of
Research in
Business Management, 2(5), 1-
9.
doi=10.1.1.676.8510&rep=rep1
&type=pdf
Pareño, E.(2016). Exploring
work motivation: The case of a
government-owned and
controlled corporation in
Davao City Philippine.
University of Mindanao
International Multi-Resources
Journal, 1(2), 56-62.
http://umindanao.edu.ph/jour
nal/wp-content/uploads/2017
charismatic communication,
(d) listening, and (e)
feedback to
positively influence their
employees for improved
motivation.
Based on the results, Indian
employees are motivated by
social rewards, self-
actualization needs,
compensation, and
improved working
conditions. Leaders should
especially focus on
motivators such as
dimensions of discretion
(freedom to choose, what,
when and how activities are
carried out), job demands
(controls vs lack of control
over speed of activity), as
well as apt use of skills and
competencies.
The study found out that
employee motivation has
varying degrees of sources.
In simple terms, both
internal and external factors
take on a different form
when applied contextually.
Motivational factors
were 1) interest in task at
hand, 2) income, 3) drive to
compete and 4) Amotivation
or the level of
demotivation. The results
prove that motivation, as
proposed by the Self
Determination theory, is a
multi-dimensional construct.
Hence, motivation should be
viewed as behavior that
moves along the
continuum of both intrinsic
and extrinsic sources.
Second, age of respondents
leaders use to improve
employee motivation. The
concept of
collecting data from both the
leaders and employees
regarding the leader
communication
strategies for improving
employee motivation would
further explore the
phenomenon by
understanding the employee
viewpoints.
It is recommended that they
adopt a transformational
leadership style rather than
transactional or laissez-faire
styles to
enhance employee’s
motivation consistently and
efficiently; which will in turn
generate higher quality
performance on the
employee’s part and boost
business performance.
Motivational programs
should be more focused on
age groups 30-39 and 40-49 as
this group’s motivation is
lower with other
age groups. Programs, project
and activities to be
implemented should enhance
and increase the
motivation level of the age
group 30-39 and 40-49 such
that there would be avenues
where career
goals is clear and reachable at
this point in their lives.
Further, activities, programs
and project should
uplift the drive to compete
among these employees to
enhance efficiency that which
translates to
productivity.

Hechanova, Gina. (2014).
Developing a Filipino Needs
Theory of Motivation.
Philippine Journal of
Psychology. 47. 117-143.
has a direct effect to
employee motivation. The
result shows that motivation
is diminished as employee’s
age.
The study found four
main factors that appear to
be the key influencers for
Filipino work
motivation: job-,
organization-, family-, and
career-related needs.
Among the four, family was
found to be a novel addition
to the already
existing research about
work motivation in the
West, validating the
importance of building
knowledge that is nuanced
on local culture.
The emergence of
organization- and job-
related needs as predictors
for employee engagement
also suggest ways that
organizations in the
Philippines can harness and
motivate Filipino workers.
The study utilized employee
engagement as an outcome
variable.
However, there are other
possible outcomes that can be
tested in
future researches. In
particular, it may be important
to examine how
well these needs can predict
both personal outcomes such
as life
satisfaction and well-being as
well as organizational
outcomes such
as job satisfaction,
organization citizenship
behavior, turnover intent,
etc.

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