CHAPTER ONE INTRODUCTION 1.0.

BACKGROUND TO THE STUDY The study of motivation is concerned basically with why people behave in a certain way. The basic underlying question is why do people do what they do? In general terms, motivation can be described as the direction and persistence of action. It is concerned with why people choose a particular course of action in preference to others, and why they continue with a chosen action, often over a long period in the face of difficulties and problems. (Mitchell T. R. 1982). Even with the best strategy in place and an appropriate organizational architecture, an organization will be effective only if its employees are motivated to perform at a high level. One reason why leading is such an important managerial activity is that, it entails ensuring that each member of an organization is motivated to perform highly and help the organization to achieve its goals. When managers are effective, the outcome of the leading process is a highly motivated workforce. A key challenge for managers of organisations both large and small is to encourage employees to perform at a high level. (Gareth and George, 2001). If we compare management with driving, while the organization is the vehicle, then motivation is the power or fuel that makes the vehicle moving. (Khanka, 2007). In other words, motivation triggers individual to go the extra mile to exhibit the real potential needed to execute a specific task assigned to such an individual. On the contrary, an organizations activities may be jeopardized if it deprives its employees the basic financial and non-financial incentive, appreciation of work done and the opportunity for growth within the organization. Motivation is not specific a specific action: it is the result of specific actions. Most competent activities of leadership contribute to a motivated work force in which every employee strive to work to the limits of his/her capability. (Docherty and Katz, 1994) In order to extract more from employees, an HR manager needs to understand how to make people work more or work better. Employees tend bring out the best in them when they are highly motivated, however, acts of sabotage; mediocrity and sometimes begrudging are not uncommon when demotivation becomes the order of the day.

It is therefore imperative for managers provide the needed motivation techniques, not necessarily financial incentives but other petty arrangements that can guarantee the employees welfare. Most public institutions in Uganda fail to recognize this because they basically think they offer job security to their employees. But motivation must go beyond job security, if organizations wish to retain high caliber of people and professionals, then their motivation must be at the heart In this socio economic environment, there is the need to create opportunities which will be of benefit to the people who inputted their efforts to the success of an enormous state organization like the Sports Betting Africa. There is the need to indicate at this stage that though the above are some of the various attempts made to optimize the operation of Betting in Uganda, the real issue is how to ensure that these glorious efforts actually enhances the operation of the company.

1.1. PROBLEM STATEMENT The primary reason for the establishment of an organization or a company is to satisfy customers at a profit. However the delivery of this satisfaction lies in the hands of the employees who are engage in the day to day activities of the organization. Hence it is essential for all who constitute the strategic position to ensure that adequate training and opportunities are given to employees to enable them offer better services and go the extra mile for the organization. As one of the organization which has been legally mandated to operate sports betting in the country, yet its remuneration and incentives is nothing to write home about. This might have been inducements to a lackadaisical attitude of a section of employees hitherto engaged in the operations of the organization. The Sports Betting Africa has over the years been relying on the unemployment situation in the country (which is on the ascendancy) in treating its employees in a manner that they (employees) cannot voice out their feelings. It is about time for employees to be elevated through incentives that is due them. 1.2. PURPOSE OF THE STUDY The purpose for this research is assess the impact of motivation on employees

performance. This is intended to add academic knowledge to the already existing. It is undertaken for the purpose of enlightening students on assessing the impact of motivation on employees performance and also serves as secondary data for subsequent research in this area. 1.3. OBJECTIVES OF THE STUDY Below are the specific objectives that this dissertation intends to achieve after its execution 1. To determine the need for financial incentives of motivation for employees. 2. To determine the types of motivation in the organisation. 3. To identify the effects of motivation on performance. 1.4. RESEARCH QUESTIONS 1. How are employees motivated financially? 2. What are the types of motivation in the organization? 3. What are the effects of motivation on employee performance? 1.5. SCOPE OF THE STUDY.
i. ii. iii. Subject scope: The study will focuse on assessing the impact of motivation on employes performance of sports betting Africa. Geographical scope: The study will be based on the head quarter premises of sports betting Africa in kampala. Time scope: This study will cover the time period starting from January 31 2011

to September 31 2011 1.6. SIGNIFICANCE OF THE STUDY The study will also will help evaluate the notion behind the provision of employee motivation. Moreover, the study goes a long way to identify the basic phenomenons that entice employees to stay in an organization. Finally, it will serve as a good source of secondary data for anyone who might want to carry out a further study on motivation.

CHAPTER TWO LITERATURE REVIEW 2.0. INTRODUCTION. 2.1. MEANING OF MOTIVATION The term motivation has been derived from the word motive. Motive may be defined as an inner state of our mind that activates and directs our behaviour. It makes us move to act. It is always internal to us and is externalized via our behaviour. Motivation is ones willingness to exert effort toward the accomplishment of his/her goal. Let us consider a few important definitions on motivation that will help us understand the meaning of motivation more clearly. Mitchell (1982), identifies four common characteristics which underlie the definition of motivation Motivation is typified as an individual phenomenon: Every person is unique and all the major theories of motivation allow for uniqueness to be demonstrated in one way or another. Motivation is described, usually as intentional: Motivation is assumed to be under the workers control and behavior that are influenced b motivation such as effort expended, are seen as choices of action. Motivation is multifaceted: The two factors of greatest importance are (i) what get people activated (arousal) and (ii) the force of an individual to engage in desired behavior (direction or choice of behavior). The purpose of motivational theories is to predict behavior: Motivation is not the behavior itself and it is not performance. Motivation concerns action and the internal and external forces which influence a persons choice of action. On the basis of these characteristics, Mitchell defines motivation as the degree to which an individual wants and chooses to engage in certain specified behaviours. Luthans (1995), defined motivation as a process that starts with a physiological or

psychological deficiency or need that activates behaviour or a drive that is aimed at a goal or incentive. According to Robbins (1998), motivation is the willingness to exert high levels of efforts toward organizational goals, conditioned by the effort ability to satisfy some individual need. In the opinion of Gray and Starke (1998), motivation is the result of processes, internal or external to the individual that arouses enthusiasm and persistence to pursue a certain course of action. After going through the above definitions, motivation can be defined very simply as the willingness to exert towards the accomplishment of goal or need. 2.2. MOTIVATION CYCLES OR PROCESS As stated earlier, motivation is a process or cycle aimed at accomplishing some basic elements included in the process is motives, goals and behaviour. A brief mention of these follows: 2.2.1. MOTIVES Almost all human behaviour is motivated. It requires no motivation to grow hair, but getting a haircut does. Motives prompt people to action. Hence, these are at the very heart of motivational process. Motives provide an activating thrust towards reaching a goal. The examples of the needs for food and water are translated into hunger and thrust drives our motives. Similarly the need for friends becomes a motive for affiliation. 2.2.2. GOALS Motives are generally directed towards goals. Motives generally create a state of physiological or psychological imbalance. Attaining goals restores balance. For example, a goal exists when the body of the man is deprived of food or water or ones personality is deprived of friends or companions. 2.2.3. BEHAVIOUR Behaviour is a series of activities to be undertaken. Behaviour is directed to achieve a goal for example; the man goes to saloon to cut his hair. 2.3. IMPORTANCE OF MOTIVATION According to Khanka 2007, need for and importance of motivation can be imbued with multiplicity of justifications as follows:

 Organizations are run by people. Hence, managers cannot afford to avoid a concern with human behaviour at work. This is because the motivate employees are more productive and quality conscious than apathetic ones. Motivation as pervasive concept affects and is also affected by a host of factors in the organizational milieu. It enables managers to understand why people behave as they behave. Organizational effectiveness becomes, to some extent, the question of managements ability to motivate its employees. Hence, an appreciation of motivation helps the managers how to motivate their employees. Machines become necessary in case of complex technology. However, these remain inefficient vehicles of effective and efficient operations without man to operatethem. Therefore, organisations need to have employees with required capability and willingness to use the advanced complex technology to achieve the organizational goal. With the realization that organisations will run in more complex milieu in future, an increasing attention has been given to develop employees as future resources (a talent bank). This facilitates the managers to draw upon them and when organisations grow and develop.

2.4. THEORIES OF MOTIVATION From the very beginning when the human organisations were established, various thinkers have tried to find out the answer to what motivates people to work. Different approaches applied by them have resulted in a number of theories concerning motivation. These theories are broadly classified into three categories: 1. Theories based on human needs (theories by Maslow, Herzberg and McClelland) 2. Theories based on human nature (theories by McGregor, Urwick and Argyris) and 3. Theories based on expectancy of human beings (theories by Vroom and Porter and Lawler). These are discussed in brief in that order.

2.4.1. MASLOWS NEED HIERARCHY THEORY It is probably safe to say the most well known theory of motivation is Maslows need hierarchy theory. Maslows theory is based on the human needs. Drawing chiefly on his clinical experiences, he classified all human needs into a hierarchical manner from the lower to the higher order. In essence, he believed that once a given level of need is satisfied, it no longer serves to motivate man. Then, the next higher level of need has to be activated in order to motivate the man. Maslow (1943) identified five levels in his needs hierarchy. They are: 2.4.1.1. Physiological Needs These needs are basic to human life and hence, include food, clothing shelter air water and necessities of life. These needs relate to the survival and maintenance of human life. They exert tremendous influence on human behavior. These needs are to be met first at least partly before higher level needs emerge. Once physiological needs are satisfied, they no longer motivate the man. 2.4.1.2. Safety Needs After satisfying the physiological needs, the next felt are called safety and security needs. These needs find expression in such desires as economic security and protection from physical dangers. Meeting these needs requires more money and, hence, the individual is prompted to work more. Like physiological needs, these become inactive once they are satisfied. 2.4.1.3. Social Needs Man is a social being. He is, therefore, interested in social interaction, companionship, belongingness etc. It is this socializing and belongingness why individuals prefer to work in groups and especially older people go to work. 2.4.1.4. Esteem Needs These needs refer to self-esteem and self-respect. They include such needs which indicate self- confidence, achievement, competence, knowledge and independence. The fulfillment of

esteem needs leads to self-confidence, strength and capability of being useful in the organization. However, inability to fulfill these needs results in feeling like inferiority, weakness and helplessness. 2.4.1.5. Self-Actualisation Needs What man can be, he must be. This forms the basis of the perceived need for self actualization. This level of need pertains to what a persons full potential is and realizing that potential. They include morality, creativity, problem solving, lack of prejudice and acceptance of facts. 2.4.2. HERZBERGS MOTIVATION HYGIENE THEORY The psychologist Frederick Herzberg extended the work of Maslow and proposed a new motivation theory popularly known as Herzbergs Motivation Hygiene (Two-Factor) Theory. Herzberg (1959) labelled the job satisfiers motivators, and he called job dissatisfiers hygiene or maintenance factors. Taken together, the motivators and hygiene factors have become known as Herzbergs two-factor theory of motivation. According to Herzberg, todays motivators are tomorrows hygiene because the latter stop influencing the behavior of persons when they get them. Accordingly, ones hygiene may be the motivator of another. However, Herzbergs model is labeled with the following criticism also: People generally tend to take credit themselves when things go well. They blame failure on the external environment. The theory basically explains job satisfaction, not motivation. Even job satisfaction is not measured on an overall basis. It is not unlikely that a person may dislike part of his/her job, still thinks the job acceptable. This theory neglects situational variable to motivate an individual. 2.4.3. McCLELLANDS NEED THEORY Another well-known need-based theory of motivation, as opposed to hierarchy of needs

of satisfaction-dissatisfaction is the theory developed by McClelland and his associates. McClelland (1961) developed his theory based on Henry Murrays developed long list of motives and manifest needs used in his early studies of personality. McClellands theory is closely associated with learning theory, because he believed that needs are learned or acquired by the kinds of events people experienced in their environment and culture. He found that people who acquire a particular need behave differently from those who do not have. His theory focuses on Murrays three needs; achievement, power and affiliation. In the literature, these three needs are abbreviated n Ach, n Pow and Aff respectively. (McClelland, 1965). They are defined as follows: 2.4.3.1 Need for Achievement This is the drive to excel, to achieve in relation to a set of standard, and to strive to succeed. In other words, need for achievement is a behavior directed toward competition with a standard of excellence. Through his research, McClelland identified the following three characteristics of high-need achievers: High-need achievers have a strong desire to assume personal responsibility for performing a task for finding a solution to a problem. High-need achievers tend to set moderately difficult goals and take calculated risks. High-need achievers have a strong desire for performance feedback. 2.4.3.2 Need for Power The need for power is concerned with making an impact on others, the desire to influence others, the urge to change people, and the desire to make a difference in life. People with a high need for power are people who like to be in control of people and events. This results in ultimate satisfaction to man. People who have a high need for power are characterized by: A desire to influence and direct somebody else. A desire to exercise control over others.

A concern for maintaining leader-follower relations. 2.4.3.3 Need for Affiliation The need for affiliation is defined as a desire to establish and maintain friendly and warm relations with other people. The need for affiliation, in many ways, is similar to Maslows social needs. The people with high need for affiliation have these characteristics: They have a strong desire for acceptance and approval from others. They tend to conform to the wishes of those people whose friendship and companionship they value. They value the feelings of others. 2.4.4. McGREGORS PARTICIPATION THEORY Douglas McGregor (1960) concluded that a managers view of human nature is based on one or two sets of assumptions about people and that manager tend to mould their behavior towards subordinates according to the set of assumptions they hold. The first set of assumption, basically negative was Theory X and the second basically negative was Theory Y. The two sets of four assumptions each as held by the manager are as follows: Theory X 1. Employees inherently dislike work and whenever possible, will attempt to avoid it. 2. Since employees dislike work, they must be coerced, controlled or threatened with punishment to achieve desired objectives. 3. Employees will shirk responsibilities and seek formal direction whenever possible. 4. Most workers are place security above all other factors associated with work and will display little ambition. Theory Y assumes that: 1. Employees can view work as being natural as rest or play. 2. Employees will exercise self-direction and self control if they are committed to the objectives.

3. Creativity (the ability to make good decisions) is widely dispersed throughout the population and is not necessarily the sole province of those managerial functions. 4. The average person can learn to accept, even seek responsibility. 2.4.5. URWICKS THEORY Z Much after the propositions of theories X and Y by McGregor, the three theorists Urwick, Rangnekar, and Ouchi propounded the third theory labeled as Z theory. The two propositions in Urwicks theory are that: a) Each individual should know the organizational goals precisely and the amount of contribution through his efforts towards these goals. b) Each individual should also know that the relation of organizational goals is going to satisfy his/her needs positively. In Urwicks view, the above two make people ready to behave positively to accomplish both organizational and individual goals. However, Ouchis Theory Z has attracted the lot of attention of management practitioners as well as researchers. It must be noted that Z does not stand for anything, is merely the last alphabet in the English Language. Theory Z is based on the following four postulates: a) Strong bond between Organisation and Employees b) Employee Participation and Involvement c) No Formal Organisation Structure d) Human Resource Development Ouchis Theory Z represents the adoption of Japanese management practices (group decision making, social cohesion, job security, holistic concern for employees etc.) by the American companies. 2.4.6. ARGYRISS THEORY Argyris (1957) has developed his motivation theory based on proposition how management

practices affect the individual behavior and growth. In his view, the seven changes taking place in an individual personality make him/her a mature one. In other words, personality of individual develops from maturity . 2.4.7. VROOMS EXPECTANCY THEORY One of the most widely accepted explanations of motivation is offered by Victor Vroom in his Expectancy Theory. It is a cognitive process theory of motivation. The theory is founded on the basic notions that people will be motivated to exert a high level of effort when they believe there are relationships between the effort they put forth, the performance they achieve, and the outcome rewards the receive. Thus, the key in the expectancy theory of the motivation are: 1. Valence: Valence, according to Vroom, means the value or strength one places on a particular outcome or reward. 2. Expectancy: It relates to efforts to performance. 3. Instrumentality: By instrumentality, Vroom means, the belief that performance is related to rewards.(Vroom, 1964) 2.4.8. PORTER AND LAWLERS EXPECTANCY THEORY In fact, Porter and Lawlers theory is an improvement over Vrooms expectancy theory. They posit that motivation does not equal satisfaction or performance. There are three main elements in this theory: effort, performance and satisfaction. (Porter and Lawler, 1968)

2.5. MOTIVATIONAL TOOLS/APPLICATION Motivational tools are instruments that prompt people to action. Hence, while some using motivational tools, these should be adequate and capable enough to motivate employees to make their maximum efforts to accomplish the set goals. Various motivational tools used to motivate employees in business organization are broadly classified into monetary and nonmonetary tools or incentives. 2.5.1. Incentives.

The term incentive means an inducement which rouses or stimulates one to action in a desired direction. An incentive has a motivational power; a large number of incentives the modern organisations use to motivate their employees may be broadly grouped into (i) financial incentives, and (ii) non-financial incentives. These are discussed one by one. 2.5.1.1. Financial Incentives Money is an important motivator. Common uses of money as incentive are in the form of wages and salaries, bonus, retirement benefits, medical reimbursement, etc,. Management needs to increase these financial incentives making wages and salaries competitive between various organisations so as to attract and hold force. (Gellerman, 1968) Money plays a significant role in satisfying physiological and security/social needs. As money is recognized as a basis of status, respect and power, it also helps satisfy the social needs of the people. It is important to mention that once the physiological and security needs are satisfied money ceases to be motivator. Money then becomes what Herzberg termed, hygiene and maintenance factor. 2.5.1.2 Non-Financial Incentives Once money satisfies ones physiological and security needs, it ceases to be a motivating force. Then, higher order needs for status and recognition and ego in the society emerge. The following non-financial incentives help management satisfy its employees these needs: Appreciation of Work Done: Appreciation or praise for work done, be it at home, at school/university or at work place, serves as an effective non-financial incentive. Appreciation satisfies one's ego needs. However, managers need to use this incentive with great degree of caution because praising an incompetent employee may create resentment among competent employees. (Khanka, 2007) Competition: If there exists a healthy competition among the employees both at individual and group levels, it will prompt them to exert more to achieve their personnel or group goals. Thus, competition serves as a non-financial incentive for employees to put in more efforts at their works. (Khanka, 2007) Group Incentives: Sometimes, group incentives act as more effective than individual incentives to motivate the employees. Particularly, when the prestige or even existence of a

group as at stake, the group members work with a team spirit. This results in high morale and, in turn increased in its productivity. Knowledge of the Results: Knowledge of the results of work done leads to employee satisfaction. An example derives satisfaction when his/her boss appreciates the seminar he/she presented in the class. Opportunity for Growth: Man is not only a wanting animal but an ambitious creature also. People always need to grow in their career. So, if the employees are provided proper opportunities for growth and career advancement and chance to develop their personality, they feel much satisfied and become more committed to the organizational goals. Suggestion Systems: Suggestion systems are yet another non-financial incentive to be used to motivate employees. Following this, some organisations make use of cash awards for giving useful suggestions. They sometimes publish the workers name with his/her photograph in the companys magazine with a motive to encourage other workers to search for useful suggestions for the company. Thus, suggestion system acts as an incentive for the workers to be in search of something useful for the company. Workers Participation in Management: Inviting workers to participate in management gives workers a psychological satisfaction that their voices are also heard. This imbibes a sense of a sense of importance among workers.

2.5.2. JOB DESIGN. Job design is a deliberate attempt made to structure the tasks and social relationships of a job to create optimal levels of variety, responsibility, autonomy and interaction. The basic objective of job design is to maintain a fit between a job and its performer so that the job is performed well and the job performer derives satisfaction from doing job. The important approaches or strategies a job design involves are job enlargement, job enrichment, job simplification, job rotation, quality of work life and goal setting. 2.5.2.1. Job Enlargement. It consists of making a job larger in scope by combining additional task activities into each job through expansion. This is called horizontal loading. It, thus, focuses on enlarging jobs by increasing tasks and responsibilities. While job enlargement avoids monotony, it also

improves workers, satisfaction, decreased production costs and increased quality. (Cherrington, 1994). However, it is costly due to training and again, workers tend to argue for increased pay because of the increased work load.

2.5.2.2 Job Enrichment Closely related to job enlargement is job enrichment. It refers to the vertical enlargement of a job by adding responsibility and opportunity for personal growth. In other words, job enrichment is concerned with designing jobs that includes a greater variety of work content, require a higher level of knowledge and skill, give worker more autonomy and responsibility, and provide opportunity for personal growth. Increases in job content vertically leads to variety, making repetitive jobs less boring but more satisfying. (Nitish, 1976). 2.5.2.3 Job Simplification In case of job simplification, a job is broken down, to the extent possible, into smaller parts as is done in assembly line operations. Doing so fragmented task repetitively leads to increase in workers productivity. However, the other side of doing the repetitive tasks is that job may produce boredom and monotony to the workers. This may, in turn, lead to a tendency of absenteeism among them. Nonetheless, such type of job may be suitable for workers having low levels of skills and knowledge. 2.5.2.4 Job Rotation Some people have suggested job rotation also as a motivational strategy. In job rotation, a worker moves from one job to another, at the same level, that has similar skill requirements. Job rotation reduces boredom and monotony through changing employees activities. This has almost the similar effects as the job enlargement has. However, job rotation has certain drawbacks also. The important ones are: (i) Work suffers from obvious disruption caused by change in job; (ii) Job rotation becomes less useful as specialization proceeds, and (iii) It may demotivate intelligent and ambitious employees who seek specific responsibilities in their chosen specialty. 2.5.2.5 Quality of Work Life (QWL)

Richard E. Walton (1973) viewed it as consisting of all those work conditions that give satisfaction to workers while doing their jobs/tasks. In simple words, QWL refers to the favourableness or unfavourableness of a total job environment for people. Its elements include open communication, equitable reward system, employees job security and satisfaction, participative management, development of employee skill, etc., make job environment favourable. 2.5.2.6. GOAL SETTING. Goal is a target and objective for future performance. It helps focus employees attention on items of greater importance to the organization and stimulates employees towards goal attainment. Goal setting refers to setting of attainable goal for an organization as well as for an employee. It was Locke who did the seminal work on a theory of goal setting way back in 1968. His theory has generated a considerable research on goal setting. Goal setting works as a motivational tool because it creates a discrepancy between current and expected performance. Goal setting results in a feeling of tension which is diminished through goal attainment. Individuals attaining goals successfully tend to set even higher goals in the future. Selfefficacy contributes a lot to a success of goal setting. Self efficacy is an internal belief regarding ones job related capabilities and competencies. It differs from self esteem, which is a broader feeling of like or dislike for oneself. The following elements in goal setting make it more effective in improving job performance: Goal Acceptance, Specific Goals, Challenging Goals and Performance Monitoring/Feedback. 2.5.4. MANAGEMENT BY OBJECTIVES (MBO) The term management by objectives (MBO) was first coined by Peter Drucker in 1954. Basically, Drucker (1954) tried to attach MBO level to result-oriented evaluations. He proposed MBO as means of using goals to motivate people rather than to control them. Management by objectives can simply be defined as a programme that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

CHAPTER THREE RESEARCH METHODOLOGY

3.0. INTRODUCTION This chapter will sets out the various methods to be used by the researchers for the exercise in order to come out with findings. In this study, I will administered questionnaires and conducted interviews to the appropriate target groups. 3.1. RESEARCH DESIGN The research design will comprise of both the qualitative and quantitative techniques of analyzing data. Qualitative techniques to be will used include personal interviews and questionnaires to gain insight into employees attitudes, concerns and motivations. On the quantitative front, the percentages representing the number of respondents and the use of tables to represent these data will be used to represent the data. 3.2. POPULATION With reference to this study, the information will be obtained from the eighty (80) employees of Sports betting Africa headquarters here in Kampala. The target population will include the staffs of the Sports betting Africa. 3.3. SAMPLE AND SAMPLE PROCEDURE The sample will cover eighty (80) of the total sampling. Questionnaires will be administered to various staff divisions of the organization. Simple random sampling will be applied to enable everyone in the target group an equal chance of being selected. This method is chosen on the grounds that it will be quicker and less

expensive and will have the ability to present a high degree of accuracy in the data to be collected. The will sample represents a subset of the population and will be chosen vis--vis other methods to facilitate the objective of coming out with assessing the impact of motivation on employees performance.

3.4. RESEARCH INSTRUMENTS The tools to be used in the collection of data will be interviews and questionnaires. The questions will be both open and closed-ended. The open ended questions will allow respondents to provide their opinions without any inhabitations while the closed-ended questions will limit the respondents to a number of options from which they made their choice. 3.5.0. DATA COLLECTION PROCEDURE. 3.5.1. PRIMARY DATA SOURCE This is the data collected directly from the field. For this study, the collection of primary data will be made possible through the use of questionnaires and interviews. Here, I will go to the management of the Sports betting Africa and elaborating my purpose of the study, give them my questionnaire for instant feedback. From there, I will descend to the staffs for their views. 3.5.2. SECONDARY DATA SOURCE Here, I will gather already existing information on motivation from articles published in the dailies, journals, magazines, management annual reports, writer records on Sports betting
Africa.

3.7. DATA ANALYSIS Twenty-four unstructured made up of both open and close ended question will be analyzed question after question. The observation from the analysed data will reveal both positive and negative effects of motivation on employee performance. 3.8. DATA PRESENTATION

The data will be presented in a tabular form to assess the effect of motivation on employee performance. The data will depicted the number of respondents and percentages they constitute in the population used. 3.9. LIMITATIONS OF THE STUDY Below are the limitations that could be encountered in the study: i. ii. iii. Respondents withholding information due to fear of being victimized. Respondents having a view of not obtaining any direct benefit from the research results. Limited resources, both financial and time.

REFERENCES Argyris, C. (1957), Personality and Organisation, Harper & Row, New York. Cherrington, J. D. (1994), Organisational Behaviour, Allyn and Bacon, Boston p.225.

Cole, G. A. (2004), Management: Theory and Practice, South-Western Cengage-Learning, (6thed.), p.65. Deci, E. K. & Ryan, R. M. (1985), Intrinsic Motivation and Self-determination in Human Behaviour, New York Plenum. Dyer, L. & Parker, D. F. (1975), Classifying outcomes in work motivations research; An examination of the intrinsic-extrinsic dichotomy, Journal of Applied Psychology, p.60. Eisenberger, R. & Cameron J. (1996), Detrimental Effects of Reward: Reality or myth? American Psychologist p.51. Fox, W. (2006), Managing Organisational Behaviour, Juta & Co, Cape-town, South Africa, (1st ed.) p.62. Gareth, R. J. & George, J. M. (1998), Contemporary Management, McGraw Hill Higher Education, (3rd ed.), p.403. Gary, J. & Saks, M. A. (2008), Organisational Behaviour; Understanding and Managing Life At Work, Pearson Education, Canada, p.219 Gellerman, S. W. (1968), Management by Motivation, American Management Association,

New York. P.163 Gray, L. J. & Starke, A. F. (1998), Organisational Behaviour: Concepts and Applications, Merrill Publishing Co., Colombus, p.104. Guzzo, R. A. (1979), Types of Rewards, Cognitions and Work Motivation, Academy f Management Review p.4 Hertzberg, F. (1966), Work and Nature of Man, World Publishing Company, Cleveland, Ohio. Katz, B. & Docherty J. (1994) Enhancing Employee Performance, Management Books Ltd, No.1, p.181. Khanka, S. S. (2007), Human Resource Management: Text and Cases, S. Chand & Company Ltd, Ram Nagar, New Delhi, (1st ed.), No.2 pp.187-197. Locke, A. E. (1968) Toward a Theory of Task Motivation and Incentives, Organisational Behaviour and Human Performance, pp.157-189.

Luthans, F. (1995), Organisational Behaviour, McGraw-Hill Company, New Delhi (7th ed.), p.203. McClelland, C. D. (1965), Achievement Motivation can be Learned, Havard Busines Review p.6-24. McClelland, C. D. & Burnham, D. (1965) Power is the Great Motivator, Havard Business Review, No. 43, pp. 6-24. Mitchell T. R. (1982), Motivation: New Directions for Theory Research and Practice, Academy of Management Review, vol.7, No.1, pp.80-82. Mullins, L. J. Essentials of Organisational Behaviour, FT Prentice Hall, (2nd ed.), p.172. Murray, A. H. (1938), Explorations in Personality: A Clinical and Experimental Study of 50

Men of College Age, Oxford University Press, New York. Nitish, D. (1976), Training Strategy for Change in Attitude, Micro-level Experience, Economic Times. Porter, L. W. & Lawler, E. E. (1968), Managerial Attitude and Performance, Richer D. Irwin, Homewood, III. Robbins, P. S. (1998), Organisational Behaviour, Prentice-Hall of India Pvt. Ltd., New Delhi, (8th ed.) p.68.

APPENDIX 1

3.10. ESTIMATED BUDGET FOR THE RESEARCH PROPOSAL AND REPORT Below is the estimated budget for the Research report to be carried out between June and September 2012. Table 4: Item Photocopying paper Binding Research Assistant Research Analysts Total 12 1 1 Budget for the Research Qty Unit cost 120,000/= 5,000/= 250,000/= 350,000/= Total 120,000/= 70,000/= 250,000/= 350,000/= 790,000/=

APPENDIX 2 3.11. Time Frame for Research Report Below is the estimated time frame required to carry out the research work.

Months octobe october r November December

Proposal Writing Activity Approval Data Collection Data Analysis

Final Report

APPENDIX 3 This questionnaire is designed to assess the impact of motivation on employee performance. Information obtained is strictly for academic purposes and not intended for any other purpose. So Ill entreat all respondents to give their candid opinions on the questions provided. BIO DATA

1.Name... 2.Sex (please tick one) 3.Level of staff Male female

Junior staff Senior staff Management staff Other (please specify) 4.Educational level (please tick one) ANALYSIS 5. What do you think for motivating you financially? 6. Which of financial incentives do you enjoy? 7. What happens if you get/dont get these incentives? 8.Apart from financial incentives, do you receive other types of incentives? 9. If yes, can you name them? 10. What happens if you are not motivated? Yes No Graduate Diploma A/O level

 11. What physically motivates you to do this job? 12. Inwardly, what also drives you to do this job? 13. Are you allowed to take your own decisions in execution of duties? 14. How often does your supervisor/manager oversees your duties? 15. Do you receive compliments from them? 16. What type of punishments do you usually receive from your managers? 17. Does punishment make you change your attitude? 14. When last did you receive training on the current job that you are doing? No Yes No Yes No Yes

15. How often do you receive pay rise? 16. What some of the reactions when you receive pay rise?

No

Yes

.. .. 17.Do you have any opportunity to pursue higher education while working? 18. If yes, what kind of support do you receive from the company? 19.Do you have the drive to go on after achieving targets set for you? 20. How challenging is your work? ....... ..... 21. What generally do you think might be notion for increasing salaries/bonuses? 23. What do you think can be done to improve upon your performance? No Yes No Yes

 24. How would you or do your receive rewards for job done?