CHAPTER 1

BACKGROUND OF THE STUDY

1.0 Introduction
The study was aimed at determining the effects of motivation on employee performance. This
chapter looks at background to the study, the statement of the problem, research objectives
and questions, significance of the study, limitation of study and scope of the study.

1.1 Background to the Study

Human motivation, studies in essence what it is that triggers and sustains human behaviour.
Understanding human motivation is a complex matter. A persons motives may be clear to
him, but quite puzzling to others. In other situations both the individual and those affected by
his behaviour understand whats driving them. (Ivancevich& Donnelly 2006)

Why some employees perform better than others is a continual and perplexing problem
facing managers. To explain such differences, several interesting and important variables
have been used. For example, needs, ability, aspiration levels and personal factors like age,
education, and family background. Motivation is related to behaviour and performance and
goal directedness is also involved. It results from events and processes that are internal or
external to the individual. It refers to forces acting on or within an individual that initiate and
direct behaviour. Behavioural responses/behaviour is normally triggered by needs of an
individual which are deficiencies that an individual experiences at a particular point in time.
Need deficiencies are what trigger the motivational process of an individual. Atkinson (1964)
suggested that analysis of motivation should concentrate on factors that incite and direct a
persons activities. Bindra (1959) emphasised goal directedness aspect of motivation.

Motivation results from events and processes that are internal/external to the individual
(Atkinson 1964).
There are theories that have been brought up to describe factors within the person that
energize, direct, and sustain behaviour; and those which also describe and analyze how
behaviour is energized. Need hierarchy theory holds that peoples needs depend on what they
already have. It assumes human needs are organized in a hierarchy of importance and are
physiological, safety, belongingness, esteem and self-actualization. It holds that a person
attempts to satisfy the more basic needs (physiological) before directing behaviour toward
satisfying upper level needs (self-actualization). McClellands learned needs theory states
that a person with a strong need will be motivated to use appropriate behaviours to satisfy the
need. When a need is strong in a person, its effect is to motivate him/her to use behaviour
leading to its satisfaction. The needs direct a persons behaviour and will thus have an effect
on his/her motivation level hence their performance at work. Expectancy theory on the other
hand holds that people are motivated to behave in ways that produce desired combinations of
outcomes. It holds that people are motivated to behave in ways that produce valued
outcomes. From this theory we learn that an individuals expectations influence his or her
performance, the effort he/she puts in carrying out his job. An individuals expectations
influence the motivation process through creating a drive in the individual. Goal setting
theory states that an individuals goals are a major determinant of behaviour. They tend to
regulate effort and attention that one gives to a task. Goals create a drive and determine
behaviour of an individual as they try to achieve them. They direct an employees actions in
trying to achieve their goals. Equity theory states that individuals are motivated when they
feel that their inputs are equivalent to their outputs. Inputs here include effort, skills,
creativity, education or training, age. These determine an employees drive, behaviour, and

direct what he does so as to obtain desired output. They have an influence on performance of
an employee.