implications of motivation to employees’ ethics at the
TRANSCRIPT
IMPLICATIONS OF MOTIVATION TO EMPLOYEES’ ETHICS
AT THE WORK PLACE
IMPLICATIONS OF MOTIVATION TO EMPLOYEES’ ETHICS
AT THE WORK PLACE
INSIGHT FROM REVIVAL CHURCH SACCOS LTD (RCSL)
DAR ES SALAAM, TANZANIA
By
Edina Mziray
A Dissertation Submitted in Partial/ Fulfillment of the Requirements for the
Degree of Masters of Science in Human Resource Management (MSc. HRM) of
Mzumbe University
2013
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CERTIFICATION
We, the undersigned, certify that we have read and hereby recommend for
acceptance by the Mzumbe University, a dissertation entitled Implications of
Motivation to Employees’ Ethics at the Work Place: Insight from Revival
Church SACCO’s Ltd, in partial/ fulfillment of the requirements for award of the
degree of Master of Science in Human Resource Management (MSc. HRM) of
Mzumbe University.
Dr. Mpamila Madale
Major Supervisor
___________________
Internal Examiner
Accepted for the Board of ……………………….
___________________________________________________
DEAN/DIRECTOR, FACULTY/DIRECTORATE/SCHOOL/BOARD
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DECLARATION
AND
COPYRIGHT
I, Edina Mziray, declare that this dissertation is my own original work and that it has
not been presented and will not be presented to any other University for a similar or
any other degree award.
Signature …………………………...
Date ……………………………........
This dissertation is copyright material protected under the Berne Convention, the
Copyright Act 1999 and other international and national enactment, in that behalf, on
intellectual property. It may not be reproduced by any means in full or in part, except
for short extracts in fair dealings, for research or private study, critical scholarly
review or discourse with an acknowledgement, without the written permission of
Mzumbe University, on behalf of the author.
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ACKNOWLEDGMENT
I would first and foremost like to thank his Almighty God for all the blessing that
made this endeavor successful. I also owe a great debt of gratitude to my supervisor
Dr. Mpamila Madale who from the beginning to the end of the study supported me
generously. I thank him for the time he took to supervise my work and for his
encouragement, support and assistance in several discussions that we had to make
this work meaningful.
I express my most sincere thanks to the people at Revival Church SACCOS Ltd for
their hospitality and their willingness to participate in this study. I thank them for
their patience in answering the questions and repeated interviews.
I am greatly indebted to the technical and psychological support by different people
including my postgraduate colleagues and others that I used to share ideas with for
their support and I thank you all.
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DEDICATION
This dissertation is dedicated to my beloved parents, Mr. Amaniel Chediel Mziray
and Mrs. Antelma Amaniel Mziray for their limitless care, support, affection,
inspiration and love during my early childhood and school life in which for the first
time enrolled me in educational life. To this end, I owe my special time to say that, I
would not have taken the leap into academic field without the loving and nudging
holdup and sustenance of my beloved parents. Thanks to my beloved husband Amrad
Charles and my Son McHarrighton.
MAY THE ALMIGHT GOD BLESS YOU ALL.
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ABBREVIATIONS
ANOVA Analysis of Variance
FBOs Faith Based Organizations
PSM public service motivation
RCSL Revival Church SACCOS Ltd
SACCOS Savings and Credit Cooperative Society
TQM Total Quality Management
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ABSTRACT
Motivation has been the catalyst towards any development as it brings about
satisfaction where in the organization’s employees tend to improve their
performance. This study aimed at discussing the Implications of Motivation to
Employees’ Ethics at the Work Place. The specific objectives included the following;
to identify motivational strategies which are in place to boost the employee’s
working ethics, to find out the type of motivation required by employee for them to
be ethical, to determine factors other than motivation which affect employee’s ethics
at the work place and to explore the impact of motivation on employee’s ethics.
The study employed both qualitative and quantitative analysis where self-
administered questionnaire and the interview guide was used to collect information
from a survey of 35 employees working with Revival Church SACCOS Ltd (RCSL)
with 21 females and 14 males acquiring different level of education from basic to
postgraduate.
The findings of the study revealed that there is a relationship between motivation and
the employee’s ethics at the workplace where there are motivational strategies such
as pleasant working condition, job security, opportunities for further studies, salary
and related benefits just few to mention have positive impacts on employees working
ethics. The way employees are treated at work may have impact on how they
perform and behave as it influences their sense of satisfaction, commitment,
engagement as well as advancement towards work. Management has the obligation
to think critically on how to develop the working ethics through motivation of their
employees.
The study recommends management to have regular review of the motivational
strategies so as to be realistic and to meet the actual needs of their employees as far
as the ethics are developed and not emerged from the vacuum therefore the more
there is good communication between management and the employees the cases of
misconduct will be reduced and maintenance of working ethics will be realized.
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TABLE OF CONTENTS
CERTIFICATION ........................................................................................................ i
DECLARATION AND COPYRIGHT ........................................................................ ii
ACKNOWLEDGMENT ............................................................................................. iii
DEDICATION ............................................................................................................ iv
ABBREVIATIONS ..................................................................................................... v
ABSTRACT ................................................................................................................ vi
TABLE OF CONTENTS ........................................................................................... vii
LIST OF TABLES ....................................................................................................... x
LIST OF FIGURES .................................................................................................... xi
CHAPTER ONE: INTRODUCTION ...................................................................... 1
1.1 Background of the Problem .............................................................................. 1
1.2 Statement of the Problem .................................................................................. 3
1.3 General Objective of the Study ......................................................................... 3
1.3.1 Specific Objectives of the Study ....................................................................... 3
1.4 Research Questions ........................................................................................... 4
1.5 Significance of the Study .................................................................................. 4
1.6 Scope of the Study ............................................................................................ 4
CHAPTER TWO: LITERATURE REVIEW ......................................................... 5
2.1 Introduction ....................................................................................................... 5
2.2 Historical Background ...................................................................................... 5
2.3 Definition of Key Terms ................................................................................... 7
2.4 Theoretical Review ........................................................................................... 8
2.4.1 Expectancy Theory ........................................................................................... 8
2.4.2 Herzberg's Theory of Motivators and Hygiene Factors .................................. 11
2.4.3 Role Theory .................................................................................................... 12
2.5 Empirical Reviews .......................................................................................... 14
2.6 Conceptual Framework ................................................................................... 15
2.7 Research Gap .................................................................................................. 17
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CHAPTER THREE: RESEARCH METHODOLOGY ...................................... 18
3.1 Introduction ..................................................................................................... 18
3.2 Case Study Research design ........................................................................... 18
3.3 The Study Area and Population ...................................................................... 18
3.4 Sample Size ..................................................................................................... 19
3.5 Sampling Techniques ...................................................................................... 20
3.5.1 Purposive Sampling ........................................................................................ 20
3.5.2 Convenience Sampling ................................................................................... 21
3.5.3 Snow Ball Sampling ....................................................................................... 22
3.6 Data Collection Methods ................................................................................ 22
3.6.1 Primary Data ................................................................................................... 22
3.6.1.1 Interview Guide ............................................................................................. 23
3.6.1.2 Self – administered Questionnaire ................................................................ 23
3.6.2 Secondary Data ............................................................................................... 24
3.7 Data Analysis Methods ................................................................................... 24
CHAPTER FOUR: RESULTS AND DISCUSSION ............................................ 25
4.1 Introduction ..................................................................................................... 25
4.2 Characteristics of respondents ........................................................................ 25
4.2.1 Sex ................................................................................................................... 25
4.2.2 Education level ................................................................................................ 26
4.2.3 Working experience ........................................................................................ 26
4.3 Motivational Strategies and Its Influences on Employee’s Working ethics ... 26
4.4 Employees motivational needs ....................................................................... 30
4.4.1 Staff loans with no interest ............................................................................. 33
4.4.2 Social assistances ............................................................................................ 35
4.4.3 Paying overtime .............................................................................................. 37
4.4.4 Increase of the Salary ...................................................................................... 39
4.4.5 Food allowances .............................................................................................. 41
4.4.6 Medical coverage ............................................................................................ 43
4.5 Factors affecting employees working ethics ................................................... 44
4.6 Impact of motivation on employee ethics ....................................................... 50
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4.7 Chapter Summary ........................................................................................... 52
CHAPTER FIVE: CONCLUSION AND RECOMMENDATION ..................... 54
5.1 Introduction ..................................................................................................... 54
5.2 Main Conclusion ............................................................................................. 54
5.3 Recommendations ........................................................................................... 56
5.4 Suggestion for Further study ........................................................................... 61
REFERENCES ......................................................................................................... 62
APPENDICES .......................................................................................................... 71
x
LIST OF TABLES
Table 3.1 Study Sample Size .................................................................................. 20
Table 3.2 Targeted Number of Manager and Officers ........................................... 21
Table 4.1 Characteristics of respondents ................................................................ 25
Table 4.2 Motivational strategies that boost employee’s working ethics ............... 28
Table 4.3 Impact of motivation on employee’s ethics ............................................ 51
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LIST OF FIGURES
Figure 2.1 Employee Motivation and Work Ethics ................................................... 16
Figure 4.1 Factors other than motivation that affect employees working ethics ....... 48
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CHAPTER ONE
INTRODUCTION
1.1 Background of the Problem
Motivation is among the most essential factor, which has greater impact on
employees work ethics and affects performance in both public and private
organizations towards pursuance of organizational goals. It is a crucial aspect giving
positive results to improve employees work performance. However, top management
sometimes overlooks it. This results into labor turnover, low work discipline,
dissatisfaction, and un-cooperation and disorganized teamwork (Kreitner and
Kinicki, 2001)
The motivation of workers is influenced by several factors. Financial resources in
terms of salary and other fringe benefits is just one of the elements (Lindner, 1998).
Human capital has emerged as the most critical firm asset and the ability to attract,
motivate and retain capable employees is essential in organization’s innovation and
quality improvement. Some institutions have established some of the policies for the
purpose of compensating employees for work they do, in order to motivate them to
perform well, to retain them, and thereby avoid the need for expensive recruitment
and training for replacement.
According to Rose-Ackerman (1996) if public sector pay is very low, corruption
tends to be a survival strategy. Usually the public service conditions, mainly human
resource policies, directly influence conduct. The conditions may be more or less
conductive to ethical behavior by public servants. For example, low payments in
public sector are partly blamed for the prevalence of petty corruption and other
unethical practices in low-income countries (Rose-Ackerman, 1996). Insofar as
these conditions can affect morale and productivity in the public services and
influence ethical behavior. Existing systems and procedures for employee
recruitment, promotions and transfer, training opportunities have critical roles to play
in managing ethics and checking corruption in the public sector improve
performance and encourage ethical behavior in the public services, promotion and
pay need to be linked more strictly to performance with an effort to create awareness
among public servants on how they will be assessed and promoted.
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Hian and El'fred (2004) examined the relationship between organisational ethics and
organisational outcomes based on the justice theory and cognitive dissonance theory.
They found a significant and positive links between ethical culture constructs (the
top management support for ethical behaviour and the association between ethical
behaviour and career success within the organisation) and job satisfaction. Further,
there was significant and positive link between job satisfaction and organisational
commitment (Hian and El'fred, 2004). Also, for different levels of job satisfaction,
particular aspects of organisational ethics are associated with organisational
commitment (Hian and El'fred 2004). The results suggest that organisational leaders
can use organisational ethics as a means to generate favourable organisational
outcomes. Empirical evidence shows that job satisfaction is reduced when a
successful manager is perceived to be acting unethically, though less so when the
action is by a peer (Viswesvaran and Deshpande, 1996)
According to Robert et al (1999) employees face an array of moral issues in their
everyday decision making. Environmental concerns, employee and community
welfare, and the interests of other companies (competitors, customers, and suppliers)
are only a few examples. Yet, businesses do not always address the issue of how
employees should assess the moral import of their actions and incorporate these
considerations into their decisions. As a result, moral considerations are often
ignored, leading to unethical practices which may hurt the long-term interests of the
company. Robert el al used expectancy theory to show that teaching employees to
engage in moral reasoning, and creating a corporate culture in which ethical behavior
is both encouraged and rewarded, can increase the likelihood that a company's
employees will act ethically.
Robert and Ralph (2012) reported that extrinsic motivation can be deleterious to
intrinsic motivation. Work-related happiness is acquired when individuals use their
personality as a motivation determinant to fulfill a mission that is meaningful to
themselves (Robert and Ralph, 2012). Individuals are most resourceful and
innovative when they feel motivated largely as a result of their interest, their inner
satisfaction, and challenges of the work itself and not by external pressures or
incentives (Robert and Ralph, 2012).
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1.2 Statement of the Problem
Tanzania as one of the low-income countries has been making efforts to increase
employee’s productivity in order to boost the economy (Brian, 2004). There are
various strategies which have been adopted as a means to motivate employees in the
ministries, agencies and private and government institutions. According to Stephen
(2004) such strategies includes incentives payment, recognition from managers and
peers, and conducive working environment. The impact of such motivational
strategies on employee work ethics in a public sector is not well known. Employees
in public sectors do make oath in keeping the governments documents secret (URT,
1995). However, within the Warioba’s report in 1996 it has been shown that the
country has witnessed an alarming increase in mis-conduct activities (such as
corruption) which are associated with public servants on the one hand and the
citizens who are the consumers of public service on the other (Warioba, 1996).
Corruption has been accentuated by loopholes which are inherent in the procedures,
temptations, greed for power and profit, low wages and erosion of ethical standards
(Warioba, 1996). Existing managements tend to undermine the employees’
competencies and motivation, leading to miss-conducts within the working
environment. Despite the fact that efforts have been taken to motivate the
employees so as to boost their working ethics, yet it seems that still most of the
public organizations are experiencing loss of employee ethics such as absenteeism,
irresponsibility, corruption and many others (Sikika, 2010: Lewis, 2006, Ngware,
2005). Therefore, the study aimed at examining the implication of motivation on
employee’s ethics at the working environment, taking Revival Church SACCOS Ltd
as a case study.
1.3 General Objective of the Study
The main objective of the study is to examine the implications of motivation to
employees' ethics at the work place.
1.3.1 Specific Objectives of the Study
i. To identify motivational strategies which are in place to boost the employee’s
working ethics
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ii. To find out the type of motivation required by employee for them to be
ethical
iii. To determine factors other than motivation which affect employee’s ethics at
the work place
iv. To explore the impact of motivation on employee’s ethics
1.4 Research Questions
i. What are the various motivational strategies which are used in boosting
employee’s working ethics?
ii. What are the employee’s motivational needs that will make them maintaining
work ethics?
iii. What are the other factors which affect employee working ethics other than
motivation?
iv. What is the impact of motivation on employee’s ethics?
1.5 Significance of the Study
The study is of great importance as it shaded the light on the causes of misconducts
at the working environment as well as the strategies which have been taken to control
the matter. Moreover, the findings from this study had an impact on the relationship
between the employees and employers in the company and other public sectors. The
study was expected to add on the existing literature about the employee motivation
and ethics at the work place. Lastly, it paved the way to other research works on the
area of employee motivation and working ethics.
1.6 Scope of the Study
The study was conducted in Revival Church SACCOS Ltd (RCSL), Headquarter as
well as DSM Branches. Geographical factors had limited the extension of the
surveying to other branches within other regions. The study had concentrated only
on human resources issues (motivation and ethics), there are other things such as
company investments opportunities, profit and income which was not examined in
this study.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
The first section of this chapter presents historical background, followed by
definition of key terms, then theoretical and empirical reviews. The last section
discussion of conceptual framework is done.
2.2 Historical Background
According to Lameck (2011) motivation seems to be one of the most important tools
of managing employee performance. Organizations design motivation systems to
encourage employees to perform in the most effective way but also to attract
potential candidates. Employee motivation could be through monetary based or non
monetary such as promotion, appreciation certificates, writing or verbal thanks, tour
offering, medals awards, health services, housing facilities, training scholarship,
good working conditions, gift offering and recognition, tour offering, assignments
abroad, responsibility and training (Lameck, 2011). According to Wilfred employees
consider non-monetary incentives among the most important factors that increase
their desire to exert more effort in their jobs. Generally non-monetary incentives
may have a high motivating power in this organization if they are valued highly by
the employees and management. Public servants are often demotivated by little pay,
remuneration and working environment (Ishengoma 2007). Some managers tend to
put the special emphasis on financial motivation particularly money as motivator.
Kenneth (2009) emphasized that financial rewards are the most effective ways of
motivating employees to increase performance level, modern social scientist have
criticized this assumption and concluded that non financial rewards also have strong
influence in influencing the behavior of employees performance (Heizer, and
Render, 2008).
Göran et al., (2005) emphasized on the need of total quality management (TQM)
within the organization and it requires human resources. The failure to care for
human resources in the organization usually affect them accordingly the success of
TQM. The human resources of a company do strive towards total quality
management. As the quality of corporate ethics decreases the outcome of TQM is
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also affected (directly or indirectly). The case initialized in an atmosphere of
management and employee optimism and positivism of corporate ethics, which is a
requisite from both parties in order to ensure prosperous TQM (Göran et al., 2005).
The successive change towards pessimism and negativism of corporate ethics in the
intra-corporate relationship concludes the in-depth case description. Generally there
are both minor and major differences between the private sector and public sectors,
where the private sector companies overall tend to be more engaged with ethics than
the public sector entities in areas such as: ethical bodies, ethical tools, internal and
external ethical usage, and ethical support measures and ethical performance
measures (Göran et al., 2009).
Over the past decade or so, there has been increased interest in the role of so-called
faith based organizations (FBOs) in development of employee ethics at the work
place where faith based organization have a duty to defend societal ethics and
denounce unethical behavior in the society. Faith based organizations such as
Catholic Charities, Lutheran Social Services, Salvation Army and the YMCA have
been an important part of the US social service delivery system for decades,
providing child care, nursing home care, food, shelter, job training and other services
for people in need (Tumaini-Mungu and Mvungi, 2011). The Global Health Council,
examining the role of FBOs describing it as a general term, used to refer to religious
and religious based organizations, places of religious worship or congregations,
specialized religious institutions that have religious character or missions (Global
Health Council, 2005).
In order to identify the diversity of organizational forms that FBOs take in practice,
various attempts have been made to develop typologies. Clarke (2008), for instance,
argues that the international development community has tended to define FBOs in a
particular way, following the emergence of the term in the 2000s against the
backdrop of shifting policy approaches and agendas in the USA and Britain. In
particular, he emphasizes that donor’s tendency to work with Christian organizations
and those that explicitly claim to be faith-based development and charitable
organizations have missed much faith-based contribution to development. He
suggests that in the context of international development, five types of FBO are
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evident; 1) faith-based representative organizations or apex bodies; 2) faith-based
charitable or development organizations; 3) faith-based socio-political organizations;
4) faith-based missionary organizations and 5) faith-based radical, illegal or terrorist
organizations. He doesn’t include places of worship in his typology.
2.3 Definition of Key Terms
Motivation
Robbins and Judge, (2008) defines motivation as a set of psychological processes
that cause the arousal, direction, and persistence of individual’s behavior toward
attaining a goal. Motivation is usually related to the individual determination,
intention towards a certain thing, and self choice within a set of things. Employee
can choose whether to put effort and take action towards a certain goal/target.
Generally motivation at the work place could be self driven or external driven (for
example working environment/condition, workmates and management)
Ethics
Ethics is a moral principal which govern a person or groups of behavior. According
to Velasquez, et al., ethics refers to well-founded standards of right and wrong that
prescribe what humans ought to do, usually in terms of rights, obligations, benefits to
society, fairness, or specific virtues. Ethics, for example, refers to those standards
that impose the reasonable obligations to refrain from rape, stealing, murder, assault,
slander, and fraud. Ethical standards also include those that enjoin virtues of
honesty, compassion, and loyalty (Velasquez, et al 1987).
Savings and Credit Cooperative Society (SACCOS)
The Cooperative Societies Act, 2003 defines SACCOS as the registered society
whose principal objects are to encourage thrift among its members and to create a
source of credit to its members at a fair and reasonable rate of interest. A society
which has its objects in the promotion of the economic and social interests of its
members by means of common undertaking, based upon mutual aid and which
conforms to the cooperative principles or a society which is established for the
purpose of facilitating operations of societies may be registered as a cooperative
society. SACCOS may be formed by twenty persons or more where the application
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for registration shall be made to the Registrar. The control of the affairs of a
registered society shall be vested in the general meeting summoned in accordance
with the by-laws of the society and the rules where every registered society shall
establish a Board to manage its day to day activities. Being a member of the
SACCOS a person has to fulfill certain qualification such as attaining the minimum
age of eighteen years and is of sound mind, following a trade or occupation relevant
to the society’s object as defined in the by-laws, having a common need which the
society seeks to satisfy as well as being capable of paying fees and acquiring shares.
2.4 Theoretical Review
2.4.1 Expectancy Theory
The expectancy theory of motivation is one of the process theories. The theory was
proposed by Victor Vroom of Yale School of Management in 1964 where it provides
an explanation of why individuals choose one behavioral option over others (Vroom,
1964). The basic idea behind the theory is that people will be motivated because
they believe that their decision will lead to their desired outcome (Redmond, 2009).
Expectancy theory proposes that work motivation is dependent upon the perceived
association between performance and outcomes and individuals modify their
behavior based on their calculation of anticipated outcomes. This has a practical and
positive benefit of improving motivation because it can, and has, helped leaders
create motivational programs in the workplace. This theory is built upon the idea
that motivation comes from a person believing they will get what they want in the
form of performance or rewards. Expectancy theory is classified as a process theory
of motivation because it emphasizes individual perceptions of the environment, and
subsequent interactions arising as a consequence of personal expectations. The
theory states that individuals have different sets of goals and can be motivated if they
believe that: there is a positive correlation between efforts and performance,
favorable performance will result in a desirable reward and reward will satisfy an
important need.
According to Lawler, Porter, et al, 2009 the desire to satisfy the need is strong
enough to make the effort worthwhile. Misbehavior usually arises when employees’
expectations are not fulfilled from the organization as a result of which a feeling of
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discontentment and dissatisfaction arises. Vroom, 1964 addressed three components
of expectance theory. These include expectancy which is described as the belief that
higher or increased effort will yield better performance. Instrumentality is the
thought that if an individual performs well, then a valued outcome will come to that
individual. Some things that help instrumentality are having a clear understanding of
the relationship between performance and the outcomes, having trust and respect for
people who make the decisions on who gets what reward, and seeing transparency in
the process of who gets what reward. The last component is the valence which
implies "value" and refers to beliefs about outcome desirability (Redmond, 2010).
There are individual differences in the level of value associated with any specific
outcome. For instance, a bonus may not increase motivation for an employee who is
motivated by formal recognition or by increased status such as promotion. Valence
can be thought of as the pressure or importance that a person puts on an expected
outcome (Vroom, 1964). The theory has some limitations as it focuses on the
extrinsic motivational factors and the conscious decisions employees make about
their performance. Usually employees and leaders are not motivated solely by
extrinsic factors, such as a paycheck, bonus, or public recognition.
A major weakness of expectancy theory according to Redmond is using between-
subjects designs (Redmond, 2010). Because valence, instrumentality, and
expectancy theory was developed to account for differences within the individual and
not across different subjects, looking at these differences does not give valid results.
Validation studies have shown that between-subjects designs result in lower
prediction validities. The average validity coefficients for between-subjects designs
ranges in the 0.30’s and 0.40’s (Redmond, 2010). This is clearly lower than validity
coefficients for within-subjects designs.
According to Penn State World Campus, (2011) the weaknesses of between-subject
design can be seen in the differences each person places on the effort, performance
and value of rewards. Because this design is quantitative, the comparisons between
individuals are hard to measure. Another weakness can be seen in the organizational
applications of the theory. In some companies the rewards some employees receive
might not be seen as attractive as many people change their idea of a desired reward.
10
What may have been a good incentive at one point in time may no longer hold its
value to that individual anymore (Penn State World Campus, 2011).
Expectancy theory only focuses on the extrinsic motivational factors and the
conscious decisions employees make about their performance. Many employees and
leaders are not motivated solely by extrinsic factors, such as a paycheck, bonus, or
public recognition. As a result, "the concept of instrumentality is found to be
ambiguous and difficult to operationalize" (Wabba and House, 1974). Therefore, it
is critical for managers and leaders in an organization to really understand what
motivates their employees before attempting to utilize the expectancy theory model.
The model might best be used in conjunction with other models of motivation, such
as the Hierarchy of Needs and Reinforcement Theory, in order to ensure leaders are
able to effectively motivate their employees to achieve a higher level of performance.
During situations like these, managers may change the type of rewards to ensure they
continue to fit the motivational needs required to obtain the desired behavior.
Empirical research studies have been conducted that demonstrate that expectancy
theory "ignores the rationality assumptions underlying this choice behavior" (Wabba
& House, 1974). The assumptions that are made within this theory show that
individuals' motivations are consciously chosen. Another potential weakness of the
expectancy theory is that it assumes all necessities are in place, which is not always
the case. Employees need to have the ability, the resources and the opportunity to
perform their job well. The expectancy theory “falls short of explaining how
employees update and change their beliefs over time (Mitchell and Biglan, 1971).
Therefore this theory emphasizes the needs for organizations to relate rewards
directly to performance and to ensure that the rewards provided are those rewards
deserved and wanted by the recipients where this has been a problem in most
developing countries compared to the developed ones, in most cases reward is not
directly correlated with performance in many organizations, it is related to other
parameters also such as position, effort, responsibility, education, etc. Also the faith
that if you perform well, then a valid outcome will be there is instrumentality
affected by factors such as believe in the people who decide who receives what
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outcome, the simplicity of the process deciding who gets what outcome, and clarity
of relationship between performance and outcomes where in most of developing
countries unethical behavior of leaders such as corruption, nepotism etc can affect
the performance – reward relationship hence in one way or another impact the
employees ethics as they do not obtain what they expect in return. (Kreitner and
Kinicki, 2001)
2.4.2 Herzberg's Theory of Motivators and Hygiene Factors
In 1959, Herzberg, Mausner and Snyderman constructed a two-dimensional
paradigm of factors affecting people's attitudes about work. He concluded that such
factors as company policy, supervision, interpersonal relations, working conditions,
and salary are hygiene factors rather than motivators. According to the theory, the
absence of hygiene factors can create job dissatisfaction, but their presence does not
motivate or create satisfaction. The motivators were elements that enriched a
person's job. He found five factors in particular that were strong determiners of job
satisfaction: achievement, recognition, the work itself, responsibility, and
advancement (Herzberg, Mausner and Snyderman, 1959).
Furthermore Herzberg, Mausner and Snyderman argued that the motivators
(satisfiers) were associated with long-term positive effects in job performance while
the hygiene factors (dissatisfiers) consistently produced only short-term changes in
job attitudes and performance, which quickly fell back to its previous level. In
summary, satisfiers describe a person's relationship with what she or he does, many
related to the tasks being performed. Dissatisfies, on the other hand, have to do with
a person's relationship to the context or environment in which she or he performs the
job. The satisfiers relate to what a person does while the dissatisfies relate to the
situation in which the person does what he or she does (Herzberg, Mausner and
Snyderman, 1959).
Frederick Herzberg's theory has some limitations. They are related to research
methodology used, empirical validity and assumptions in the theory. His theory is
criticized on many grounds. Many have found the theory to be an oversimplification.
The theory is not free from bias as it is based on the natural reaction of employees
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when they are enquired the sources of satisfaction and dissatisfaction at work. They
will blame dissatisfaction on the external factors such as salary structure, company
policies and peer relationship. Also, the employees will give credit to themselves for
the satisfaction factor at work. Despite such criticism, Herzberg's two factor theory
has made a significant contribution towards improving manager's basic
understanding of human behaviour. His theory is simple to grasp, based on some
empirical data and guides managers to improve employee motivation. Herzberg
provided stimulus to other researchers to develop alternative theories of motivation.
The Two-Factor theory implies that the managers must stress upon guaranteeing the
adequacy of the hygiene factors to avoid employee dissatisfaction where this is even
viewed in both developed and the developing countries where employees riot to fight
for the work dissatisfaction factors as Herzberg suggested. Also, the managers must
make sure that the work is stimulating and rewarding so that the employees are
motivated to work and perform harder and better. This theory emphasize upon job-
enrichment so as to motivate the employees. The job must utilize the employee’s
skills and competencies to the maximum. Focusing on the motivational factors can
improve work-quality which can influence the employee’s ethics towards work.
2.4.3 Role Theory
Role theory involves set of concepts and interrelated theories that are at the
foundation of social science in general. This theory purports that human being has
different roles at any given stage of life. These roles keep on changing and they can
be easy or difficult depending with time and social context (Rodgers and White
1993). The theory explain itself from different conceptual framework relating to role
overload where by an individual experiencing lack of the resources, including time
and energy, needed to meet the demands of all roles also there is the aspect of role
conflict which explain the incongruence between expectations. Individuals also
simultaneously hold many different roles. For example employees can have family
roles at the same time work related roles, multiple roles to be associated with both
positive and negative consequences however much attention has been given to the
problems associated with multiple roles. Role overload and role conflict are two of
the most well-known role theory concepts.
13
The combination of the role overload and role conflicts results into role stain which
is the case which affects several employees. Employees experience stress, distress,
and burnout as a result of combining work and family roles (Aryee, 1992). Roles
theory gives us assistance of understanding why employees experience difficulties
when they are striving to accomplish the two roles which are incongruent as it was
argued by Charles and Davies, (2000) that traditional division of labour leads
domestic responsibilities to be women’s primary roles and any obligation that
detracts from their ability to perform their primary role causes role conflict. Having
to accomplish both family and work roles at some times may results into lower
employee performance hence may enter into conflicting situation with the employer.
Role theory has a hard time explaining social deviance when it does not correspond
to a pre-specified role (Jackson, 1998). Another limitation of role theory is that it
does not and cannot explain how role expectations came to be what they are.
Additionally, role theory does not explain when and how role expectations change.
Generally role theory argues that in order to change behavior it is necessary to
change roles; roles correspond to behaviors and vice versa. In addition to heavily
influencing behavior, roles influence beliefs and attitudes; individuals will change
their beliefs and attitudes to correspond with their roles. Therefore in most public
organization where employees are doing the same roles everyday without job –role
enrichment may results in developing particular attitudes hence creating an ethical
behavior in the working environment to employees because they are not challenged
to new tasks especially when the role is found boring.
Ethical attitudes and ethical behavior in organizations may have substantial
ramifications on a firm’s operation. Jeffrey and Jacob (2002) investigated whether or
not managers are perceived by employees to exhibit ethical attitudes and ethical
behavior and thereby being their role models. They surveyed a total of 111
employees within the finance department of a major municipality who are exposed to
unethical behavior responded to a structured questionnaire concerning ethical and
unethical episodes. Jeffrey and Jacob stated that perceived ethical behavior is lower
than perceived ethical attitudes of the employee, his peers and of his managers
14
(Jeffrey and Jacob, 2002). Moreover, self-enhancing bias exists; and managers do
not exhibit an ethical role model in the organization. Some of the ethical issues
considered in the study were employees were taking longer than necessary to do the
job, doing personal business on the company’s time, divulging confidential
information and padding an expense up. These un-ethical issues have implications
for human resource management and policies as they leads to low productivity in the
company.
Therefore the study is being guided by the Herzberg's Theory of Motivators and
Hygiene Factors. The choice of the theory is based on its strength in terms of
motivational factors such as employee achievement, recognition, the work itself,
responsibility, and advancement as proposed by (Herzberg, Mausner and Snyderman,
1959). Employee attitude towards work is also influenced by the working
environment which influences employee job attitudes and performance, as well as
work ethics. Despite of the limitation of the theory it can still be used as it stress out
external and internal factors which affect employee motivation as well as work
ethics.
2.5 Empirical Reviews
Researches on work motivation, job dissatisfaction, absenteeism and fall in discipline
in the Tanzania Civil Services (Organizations) by Kimweri (2001); Berege (1997)
and Kinemo (1993), Chijumba (2002), Maria (2003) had pointed out that among
other factors, poor working condition, low wages and salaries, delayed promotions
contribute to low employees motivation and their attitude towards job performance
(Civil Service Department, 1999)
According to Kimweri (2001) most of managers in Tanzania have an idea of what
the concept of motivation entails but the problem is that they are large confined to
“pedestrian approached” of the concept. They assume that money plays a central role
in motivation or that all motivational efforts are quantifiable in monetary terms. He
further points out that in most cases, only top management decision have bearing on
motivation. Also, Kimweri (2001) and Simba (1997) revealed that motivational
packages in most public organizations in Tanzania are unreflective because they are
15
poorly administered and managed. They argued that motivational efforts in much
organization do not met employee needs. On the other hand, Berege (1997) points
that unattractive incentive design, lack of promotion and poor working conditions are
the causes of job dissatisfaction and employee demoralized leads to absence behavior
and labor turnover.
Chijumba (2002) pointed out that poor motivation to an individual employee leads
them to quit the organization and absenteeism behavior. Again on contrary Mary
(2003) revealed that, high degree of inequity in the incentives provided, created
classes among employees and high degree of inequity created the feedings of
unfairness and job dissatisfaction, the situation that has to lead to high level of labor
turnover. Also noted that the financial incentives were given more weight (an upper
hand) than the non-financial incentives hence the combination of the two wee
imbalance.
2.6 Conceptual Framework
According to Nitin et al., (2008), engagement represents the energy, effort, and
initiative employees bring to their jobs. Satisfaction reflects the extent to which they
feel that the company meets their expectations at work and satisfies its implicit and
explicit contracts with them. Commitment captures the extent to which employees
engage in corporate citizenship.
16
Figure 2.1 Employee Motivation and Work Ethics
Employee motivation is affected by the listed factors in figure 2.1. Institutions can
motivate employees through training, promotion, good remuneration, recognition and
conducive environment. There are other variable such as education, age, work
experience which in one way or another does affect employees as well as employee
behavior. For example according to Ngware (2005), the causes of corruption as one
of un-ethical act include low employment payment and the nature of working
environment. Furthermore, inequities in work promotion, high cost of living,
working environment and poor leadership at work place does affect employee work
ethics (Muhondwa, et al., 2010). Within the work ethics for the employee to be
energetic, positive, reliable, well mannered, ambitious and dedicated, and
trustworthy managers need to ensure employee needs are fulfilled.
It is realized that engagement of the employees can result into good teamwork and
the vice versa where the sense of responsiveness increase as the employees brings in
their effort to the job. Also when there is promotion and remuneration where the
work is rewarded accordingly and meets the employees expectations it brings about
satisfaction towards work which results to the well mannered employees and affect
their sense of integrity and trustworthy towards the job. On the other hand
commitment towards job is the result of many factors such as achievement and
recognition which brings about reliable and honesty employees as the advancement
Independent
variable
(Motivation)
• Engagement,
• Satisfaction,
• Commitment
• Advancement
Intervening Variables
• Nature of Work and
Responsibility
• Good Team Work
• Promotion and
Remuneration
• Reward for hard work
• Training and self
development
• Achievement and
Recognition
Dependent Variable
(Work Ethics)
• Accountability,
• Honesty,
• trustworthy,
• Integrity
• Responsiveness
17
brings about accountability. Therefore employee ethics at work can be a result of
how they are motivated where if meet with their demands can influence the good
ethics at work and if not can result into unethical behavior such as theft, corruption,
and poor customer service as said above.
2.7 Research Gap
Based on the above reviewed empirical studies it is evident that extensive
studies/research related to this study have been done. However most researchers
have paid much attention in evaluating the impact of financial incentives and non-
financial incentives but the findings of this research helped on deriving conclusions
concerning the relationship between employees' work motivation and ethics at
working place.
18
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
The chapter presents various techniques and methodology which were used to
answer the research questions presented in chapter one.
3.2 Case Study Research design
A case study is an intensive analysis of an individual unit (example a person, group,
or event) stressing developmental factors in relation to context. The case study is
common in social sciences and life sciences. Case studies may be descriptive or
explanatory. The latter type is used to explore causation in order to find underlying
principles (Shepard et al, 2003: Robert, 2009). They may be prospective (in which
criteria are established and cases fitting the criteria are included as they become
available) or retrospective (in which criteria are established for selecting cases from
historical records for inclusion in the study). According to Thomas (2011) case
studies are analyses of persons, events, decisions, periods, projects, policies,
institutions, or other systems that are studied holistically by one or more methods.
In order to meet the stated objectives in chapter one, a case study approach will be
adopted. Case study approach is most appropriate when the primary objective is to
identify and understand a phenomenon or problem, define the problem more
precisely, or when uncertainty exist regarding the most suitable models to use to
better understand the phenomenon (Berg, 2004).
3.3 The Study Area and Population
The study was conducted at Revival Church SACCOS Ltd. RCSL was chosen due
because of familiarity with the place and access to information. Given the fact that
resources are limited (mainly time and financial) only Dar es Salaam Branches and
Head Office for this specific study was chosen. Kothari (2004) defines study
population as a group of individuals with similar characteristics. The intention of
studying the given population depends on the problem which the researcher intends
to explore. The population of this research consists of all employees who were in
different department with different levels then the population was divided into two
19
major groups, which were administrators and subordinates according to their position
and responsibilities in the department so that it could easily the task of determining
the employees ethics in relation to motivation provided to them.
The Revival Church SACCOS Ltd is a microfinance institution which was
established on 25th January 2002. According to its constitution, RCSL is mandated
to serve as an economic development catalyst for TAG members, promote saving
habit among members, enhance access to credit facility to members, promote
entrepreneurship and business management skills among members of RCSL,
establish and strengthen strategic partnership with other Micro Finance Institutions
and Banks, sell shares to TAG members and use some of the monies to invest for
portfolio growth sustainability, contribute to poverty reduction effort of the United
Republic of Tanzania. Its mission as a TAG members’ cooperative financial
institution established to render commercial financial services to communities in
Tanzania mainland. The vision of the organization is to be a leading microfinance
institution with devoted workforce providing customer friendly, affordable and
timely financial services in Tanzania mainland.
RCSL has 25 Branches around the country with 70 employees including their Head
Office in Dar es Salaam. It is subscribed to and guided by the following values:
Quality Customer service, Integrity as well as Social justice where all these values
need committed people as employees so as to deliver the expectations and reach their
vision. In accomplishment of the goals motivation can act as a catalyst towards
success.
3.4 Sample Size
Sample size is a subset of a population which the research is intended to be
conducted. It is known that conducting a study for the whole population is costly.
Researchers usually select a sample from the population of interest and collect
information. The advantages of sampling are that the cost are lower, data collection
is faster, and since the data set is smaller it is possible to ensure homogeneity and to
improve the accuracy and quality of the data (Kothari, 2004). In conducting research
20
there is a need to consider the availability of population, method of sampling to be
used and financial resources available (Charles, 1995).
Because of the nature of population and organization of the study Head Office as
well as six (6) branches in DSM with a total number of 35 employees was used as a
sample size to represent all of its other branches. And that was 50% of all the
employees which can be accurate in generalizing the research findings.
Table 3.1 below presents the sample size which the researcher targeted to interview
during the survey.
Table 3.1: Study Sample Size
Unit Male Female
Administration Department 2 2 4
Accounting 5 8 13
Loan Department 1 1 2
Safety and Security 2 0 2
Other Supportive Staffs 6 8 14
Total 16 14 35
Source: Field data, 2013
3.5 Sampling Techniques
Sampling techniques are techniques used in research by the researchers for
determining how representative sample could be obtained from the total population.
3.5.1 Purposive Sampling
This is a type of non probability sampling in which the researcher consciously selects
specific elements or subjects for inclusion in a study in order to ensure that the
elements will have certain characteristics relevant to the study (David, 2008). One of
the major benefits of purposive sampling is the wide range of sampling techniques
that can be used across such qualitative research designs; purposive sampling
techniques that range from homogeneous sampling through to critical case sampling,
expert sampling, and more. Whilst the various purposive sampling techniques each
21
have different goals, they can provide researchers with the justification to make
generalizations from the sample that is being studied, whether such generalizations
are theoretical, analytic and/or logical in nature. Purposive samples, irrespective of
the type of purposive sampling used, can be highly prone to researcher bias. The
idea that a purposive sample has been created based on the judgment of the
researcher is not a good defense when it comes to alleviating possible researcher
biases, especially when compared with probability sampling techniques that are
designed to reduce such biases. In this study purposeful sampling techniques was
deployed in obtaining sample from the Heads of units. Administrators at various
departments were interviewed. Out of 35 respondents 2 were the managers, 8 officers
and the remaining 25 were normal employees.
Table 3.2: Targeted Number of Manager and Officers
Unit Manager Officers
Administration Department 1 3
Accounting 0 2
Loan Department 1 1
Safety and Security 0 2
Total 2 8
Source: Field data, 2013
3.5.2 Convenience Sampling
According to Boxill et al (1997), convenience sampling is a type of non-probability
sampling which involves the sample being drawn from that part of the population
which is close to hand. That is, a sample population selected because it was readily
available and convenient. The researcher using such a sample cannot scientifically
make generalizations about the total population from this sample because it would
not be representative enough. The researcher uses any subjects that are available to
participate in the research study (Powell, 1997). Relying on available subjects,
however, is extremely risky and comes with many cautions. That is, the researcher
cannot control how well the characteristics of the sample (gender, age, race,
education, etc.) match the characteristics of the larger population it is intended to
represent. For the purpose of this study the researcher used this technique depending
22
on the availability of the employee during the time of the survey so as to save the
time.
3.5.3 Snow Ball Sampling
This is a non-probability sampling technique where existing study subjects recruit
future subjects from among their acquaintances. As the sample builds up, enough
data is gathered to be useful for research. This sampling technique is often used in
hidden populations which are difficult for researchers to access; example populations
would be drug users or sex workers. Usually such kind of techniques the first
respondent refers a friend. The friend also refers a friend, and so on. Such samples
are biased because they give people with more social connections an unknown but
higher chance of selection (Berg 2006). It’s is easier to locate hidden populations, it
is possible for the surveyors to include people in the survey that they would not have
known. This methodology can results into community bias: The first participants
will have strong impact on the sample. Snowball sampling is inexact, and can
produce varied and inaccurate results. The method is heavily reliant on the skill of
the individual conducting the actual sampling, and that individual’s ability to
vertically network and find an appropriate sample. To be successful requires
previous contacts within the target areas, and the ability to keep the information flow
going throughout the target group. This methodology was applied to get sufficient
information from the key respondents who are directly linked with the employee
work ethic and that included human resources officer and the relation officer in the
sampled organization meaning in the RCSL.
3.6 Data Collection Methods
Data collection is the gathering of information from various sources. Combined
methods of data collection of such as in-depth interview, questionnaire, and
electronic mail can be used taking into consideration of factors like cost and time of
the researcher on the one hand and the time of the respondents.
3.6.1 Primary Data
This is the type of data which are collected in the field of study for answering the
research question. It is the data collected by the research assistants from the field for
23
the purpose of answering a research question/issue (Adam and Kamuzora, 2008).
The primary data are collected through various ways either through observation or
through direct communication, with respondents in one form or another or through
personal interviews. It means that there are several methods of collecting primary
data such as observation method, interview method, through questionnaire but few to
mention (Kothari 2009). However observation, questionnaire and interview are
common research tools used to collect primary data. As far as this study is
concerned, the methods which were used to collect these primary data were through
questionnaire and interview guide.
3.6.1.1 Interview Guide
This is the guide towards face to face contact between interviewer and interviewee or
respondents. This can take place at home, office or even at the shopping centers
(mall intercept surveys depending on the nature of your respondents (Adam and
Kamuzora, 2008). In the course of this study, this method was employed whereby it
gathered deep knowledge on the respondents view on the study phenomena by
asking relevant questions on concerning the subject under the study. This method
comprised multiple ended questions which were asked accordingly. During the
survey interview guide was administered to the operational staffs.
3.6.1.2 Self – administered Questionnaire
White (2002) defined questionnaire as a series of questions, each one providing a
number of alternative answers from which the respondent can choose. Hence
questionnaire can be considered in general terms in which each person is asked to
respond to the same set of questions in a predetermined order. To questionnaire;
here structured interviews and telephone questionnaire as well as those in which each
person is asked to respond to the same set of questions as well as those in which the
questions are answered without the researcher being around are inclusive (Adam and
Kamuzora, 2008). Thus as far as this study is concerned; the questionnaire was
designed in a single way basing on research questions. Through this tool the
respondent within the areas of the study, were in position to answer the questions
concerning the study.
24
During the survey; the self – administered questionnaire administered by the
researcher or the respondent was required to fill them under the guidance of the
researcher. The questionnaires were of two main types namely closed and open
ended questions. The closed questions identified the questions that need to be
answered. The rationale behind using closed ended questions is to get answers or
responses that are direct, brief and to the point. Above all, this method is said to be
efficiency in the field of research in the sense that not expensive, free from bias of
the interviewer. The aim to use open ended questions is to enable the respondents to
give out views without limitations, in which the researcher was in good position to
select the appropriate and relevant answers concerning the study at hand. The self –
administered questionnaire was administered to the management level staffs.
3.6.2 Secondary Data
Secondary data means data are already available; that is they refer the data which
have already been collected and analyzed by someone else (Kothari, 2009).
Secondary data are data obtained from literature sources or data collected by other
people for some other purposes (Adam and Kamuzora, 2008). Secondary data may
either be published data or unpublished data, Thus secondary data provided second
hand information and include both raw data and published ones (Sounders et al
2000), hence, secondary data that were used in the study includes different
presentation, report and the Code of Ethics of various association and organization,
as well as other documentary reviews; particularly from the internet.
3.7 Data Analysis Methods
This is a process of cleaning, transforming, and interpreting data with the goal of
highlighting useful information, suggesting conclusions, and supporting decision
making in order to influence a change. It entails summarizing the collected data and
organizing them in such a manner that they answer the research questions/hypothesis
(Kothari, 2004). Statistical Package for Social Sciences (SPSS) version 16.0 was
used during analysis. Information from open ended questions and interview were
coded and categorized into related themes and the frequency of similar responses
was counted. Descriptive and exploratory data analyses were done, where
frequencies and percentages will be presented in tables and/or figures.
25
CHAPTER FOUR
RESULTS AND DISCUSSION
4.1 Introduction
This chapter is organized into socio-demographic profile of the study population and
also attempts to identify and present common themes and sub themes as they
appeared in the field.
4.2 Characteristics of respondents
The total number of 35 respondents participated in this study. 25 or 71.4 percent of
the respondents participated in qualitative part of the study and 10 or 28.5 percent of
the respondents participated in quantitative part. The study identified different
variables generated from the respondents which includes Sex, Education level as
well as Work experience which is shown in the table 4.1
Table 4.1 Characteristics of respondents
Variable Frequency Percentage
Sex
Male 14 40
Female 21 60
Education
Basic education 12 34.1
Certificate 1 2.8
Diploma 3 8.5
Undergraduate 16 45.7
Postgraduate 3 8.5
Work experience in years
0 – 5 26 74.2
6 – 10 9 25.7
Over 10 0 0
Source: Field data, 2013
4.2.1 Sex
In this study majority of the population 21 (60%) out of 35 of the respondents were
female and 14 (40%) were male. However, the sex composition difference of the
26
respondents may be partly explained by the nature of the existing economy, whereas
in most of the micro finances organizations and small scale economy females are the
majority and key players than their counterparts’ males.
4.2.2 Education level
It was also indicated that almost all the respondents had attained formal education at
different levels. Majority of the respondents 19 (54.2%) were degree holders and
postgraduates and few 16 (45.4%) of the respondents were below the undergraduate
level of education. The data shows that majority of those who had attained lower
level of education (standard seven, form four, form six, certificates and diploma)
occupied lower position in organization includes such as security guards, office
attendants and clerks. The table below shows the distribution of the respondents by
levels of education.
4.2.3 Working experience
This study found out that most of the respondents 26 or 74.2 percent had working
experience between 0 to 5 years. A few of 9 or 25.7 percent had working between 6
to 10 years and none of the respondents had the working experience above 10 year at
work.
The following sub section is geared to present the research findings based on the
research objectives and various emerging themes and sub themes
4.3 Motivational Strategies and Its Influences on Employee’s Working ethics
The data generated in the field captured the various motivational strategies that are
being used by organization to boost the employees working ethics as one of the
objectives of the study. The presences of various motivational strategies such as
opportunities for further studies, praise and other outward sign of recognition for
their achievements, pleasant working conditions and job security just few to mention
had a positive impacts on the employees’ ethics. It was also illustrated that
comprehensive salary, house allowances promotion and the strengthening of the
internal control system influences the employees working ethics. Furthermore the
study found out that some motivational strategies put in place in organization such as
27
working under pressure, criticism and negative judgments by other, loss of self
esteem had no impact on employees working ethics where all these was gathered
through In-depth interview and self-administered questionnaire survey conducted
with the employees and employer and revealed by majority of the respondents. For
instance, in a interview conducted with female clerk said the following
“To me a conducive working environment is vital to any employee
toward the realization of ethics at work place…..along side with this if
given good salary that enables to cuter for my basic necessities of
living. For instance, at the workplace promotion is also crucial in
boosting our working ethics for example if today I am a clerk at this
organization then tomorrow promoted to accountant or even a head of
department”
Furthermore, the similar concern was shared by a Loan officer in an Interview who
had this to say:
“ Normally we deal with our clients, sometimes this is tedious work……
we really need a good and supporting working environment to deal with
various challenges, this goes together with good salary, we also need
transport allowance to easier our work. I am quite sure if our bosses
provide us with all these there shall not be further complains on
unethical issues. Sometimes we are tempted to corrupt and not being
honest to our work because we are not acknowledged”
Although not all the time employees are being provided with good salaries, good
working environment and other related fringe benefits such as transport, house
allowances it was noted in this study that they are very essential in boosting
employees working ethics. It was reported by some respondents that, unethical issues
at the working such as theft and corruption are caused due to the failure of the
organization management to provide those benefits to its employees. In the various
discussions with employee, the study established the common consensus on
motivational strategies in boosting employees working ethics on the fact that salary
and other fringe benefits such as transport, house allowance to be increased.
The study established that there are several motivational strategies that can be used to
boost employees working ethics. However the above mentioned motivational
strategies were the commonly identified to have impact in boosting employee
working ethics. Some respondent’s were of the views that boosting employee
28
working ethics has to consider the social aspects of the employees such marriage,
and funeral. During the survey the study established some various motivational
strategies and the influences or the extent to which the boost the employee working
ethics such as opportunity for further studies, conducive working environment, praise
and other outward sign of recognition for their achievement, salary and related
benefits.
When the question “clarify any other motivation strategies which you think is being
used as a means of boosting employees’ ethics at work place” was asked in the
questionnaire, the results indicate that rewards both monetary and non monetary,
promotion and job reallocation after finishing studies, encouraging employee and
working in team sprit would increase employee working ethics in the organization.
Table 4.2 Motivational strategies that boost employee’s working ethics
S/n Motivational Strategies Greatly
reduced
motivation
Reduced
motivation
to some
extent
No effect Somehow
Increased
motivation
Increased
motivation to
great extent
1 Work under pressure and
coping with multiple demands
3(37.5%) 3(37.5%) 2(25.0%)
2 Challenging tasks aiming at
stretching employees abilities
4(50.0%) 1(12.5%) 3(37.5%
3 Impact of working in
competitive environment
1(12.5%) 6(75.0%) 1(12.5%)
4 Criticism and negative
judgment by the others
3(37.5%) 1(12.5%) 1(12.5%) 1(12.5%) 2(25.0%)
5 Freedom at work place and
exercising authority and
responsibilities
3(37.5%) 5(62.5%)
6 Commitment at work beyond
working hours
5(62.5%)
2(25.0%)
1(12.5%)
7 Interaction at work with others 1(12.5%) 7(87.5%)
8 Praise and recognitions of
achievements
2(25.0%) 1(12.5%) 4(50.0%) 1(12.5)
9 High ethical and standards 1(12.5%) 1(12.5%) 3(37.5%) 3(37.5%)
10 Pleasant working place and
job security
1(12.5%) 1(12.5%) 3(37.5%) 3(37.5%)
11 Opportunities for studies and
acquisition of new skills
1(12.5%) 7(87.5%)
Source: Field data 2013
29
The table 4.2 gives the summary of the motivational strategies and the extent to
which they boost the employee’s working ethics. The questionnaire survey shows
that majority of the respondents disagree on the fact that working under pressure has
no any impact on the employees working ethics. The views was it reduces the
employees working ethics unlike interaction at work place, freedom at work place,
working on the competitive environment and opportunities for further studies which
increases employees working ethics.
From the table 4.2, it is deduced that some motivational strategies such as interaction
at work with other, opportunities for further studies, and acquisition of new skills has
said to have a great on motivation since it increase motivation among workers.
During the survey it was found out that 7(87.5%) out of 8 respondents mentioned
that opportunities for further studies, interaction at work with others and acquisition
of new knowledge to boost employees working ethics.
On the other hand, it was noted that there are some motivational strategies which are
being offered by employers to their employees but have no or little impacts on the
motivation of the employees. These includes working under pressure and coping
with multiple demand (37.5%), criticism and negative judgment by others (37.5%) 3
out of 8 respondents expressed their view that if in organization setting such
motivational strategies are provided there is less impact in terms of motivation to the
employees
On top of that this study aimed at investigating whether there were any motivational
packages that are being offered by the organization to boost employee working ethics
or morale. In the interview the respondents were asked to say if there is any
motivational package offered in their organization. The findings revealed that
majority of the respondents 17(68%) out of 25 respondents mentioned the
availability of the various motivational package and strategies in the organization to
have impact to the employees whereas 8(32%) did not know if there is any
motivational package in the organization. This was evidenced during an interview
with officer attendant who had to say:
30
“All the time that I have been here I don’t know, they are not clearly
stated”
This implies that, in organization setting the provision of the various motivations to
the employees are not clear stipulated. This has informed the study that, in some
circumstances whereby some motivations being provided serves little impacts to the
employees simply because they are not known to the employees and the purpose it
does to them in working situation. It is the observation of the researcher that, in a
place where there is motivation package or strategies they are not cleared explained
or stated, rather are being offered as favor to the employees. For instance one of the
clerks during the interview attested this
“Yes we are normally being offered some motivational packages
such as transport allowances, and meals…..but this is not always
the case. They are being provided occasionally and they are not
clearly understood and communicated to us”.
The presences of various motivational package and strategies they need therefore to
be clearly stated and communicated to employees in the organization setting. The
implication of this will enable both the employer and the employee to interact in a
mutually situation and hence therefore it shall have a positive impacts on the work
morale of the employee’s and increase workers performances.
4.4 Employees motivational needs
The study found out that the following was the types of the motivational needed by
the employees for them to be ethical. These includes Staff loans with no interest
paid, social assistances, paying overtime, paying salary on time and increase of the
salary after every one year, food allowances, full medical coverage, appreciation
when good job is done, annual leave and the related costs of the same (bus fare
during annual leave), link between the board and the employees through the
management, encouraging employees to go for further studies.
The study investigated the employees’ motivational needs in the organization setting,
and identified types of motivational need required by employees to be ethical and
there after the study established the extent to which these various types of
31
motivational needs affects ethical conducts of the employees. The study intended to
establish the essence behind motivating employees in the organization.
Motivation is fundamental to employee behavior, such as loyalty, good citizenship
and job performance at high output and high quality levels (Bateman & Snell, 2007).
Motivation is defined as those internal and/or external forces that trigger actions that
persist until a certain goal is achieved (Daft, 2006). In business firms, these triggers
of behavior are various needs that employees are striving to satisfy through various
intrinsic and extrinsic rewards they receive at work (Bateman & Snell, 2007; George
& Jones, 2006). Examples of intrinsic rewards are feelings of achievement and
personal growth, while extrinsic rewards include outcomes such as salary, status, job
security and fringe benefits (Hellriegel et al., 2004).
As mentioned in the above, there is still much confusion about which rewards among
all these really motivate employees. In particular, the question of finding the right
mix of financial (extrinsic) and non-financial (intrinsic) rewards has been troubling
human resource managers (Samodien, 2004). One of the biggest challenges that
managers face in executing business strategies to achieve competitive advantage, is
the selection and employment of motivational techniques or rewards that build
wholehearted commitment to operating excellence and winning attitudes among
employees (Thompson, Strickland & Gamble, 2005). Thompson et al. (2005) suggest
that a properly designed reward structure is management’s most powerful tool for
mobilizing organizational commitment to successful strategy execution.
None of the above-mentioned demands and success drivers can be successfully
addressed and implemented, respectively, without highly skilled managers
motivating their subordinates to achieve these objectives. Surveys show that there is
a huge crisis of motivation in most large corporations (Burton, 2001; Dixon, 2004).
Business firms spend billions of rands each year on courses, incentives and
measuring tools to increase employee motivation, but these interventions do not
always translate into higher levels of employee motivation (Burton, 2001; Dixon,
2004).
32
It is suggested that the reason for this state of affairs is that managers simply do not
understand the subject of motivation and therefore fail to motivate their workforce
(Birkin, 2004; Grimes, 2005). Others suggest that management’s failure to achieve
increased employee motivation could be located in the differences of perceptions
between management and their subordinates of the way organizational goals need to
be achieved (Birkin, 2004; Delany & Turvey, 2004). Management, for instance,
strives for the growth of their firms, while employees strive to grow with their firms
(Birkin, 2004).
Management wants to achieve their formulated strategies, while employees want to
understand their role in achieving these strategies (Birkin, 2004). Delany and Turvey
(2004) suggest that managers want a “Just–in–Time” workforce, creativity with
speed, high productivity and morale, employee retention, pay-for-performance, a low
promise of job security, adaptability to change and protection of employer
intellectual capital. Employees, on the other hand, want an entrepreneurial
environment, strong skill development and opportunities, high visibility in the
organization, career mentoring, more discretion in job creation, work-life-balance,
flexibility, competitive compensation and benefits, and recognition for their unique
contributions (Delany & Turvey, 2004). Further to the above review, there is still
much confusion about which rewards really motivate employees. Meta-analyses of
research on motivation have, for example, shown that managers still view money as
the main motivator of employees, despite the lack of conclusive evidence on the
motivational impact of monetary rewards on the job performance of employees
(World Wide Web, 2004).
These analyses also report that people never rate money as their main motivator, that
most achievements are reached for reasons other than money, that money is a factor
that attracts people but does not play a big role in retaining and motivating them, and
that the largest workforce in the world is made up of volunteer workers who do not
do the work for the money (Why money is not a motivator, 2004). Barrier (1996)
holds the view that showing appreciation, in other words recognizing performance, is
a stronger motivator of performance than monetary incentives.
33
Tiglao-Torres (1990) concurs with those frontline employees’ rate recognition
rewards higher than financial rewards, while Anderson Consulting recommended
that performance bonuses should be “augmented” with various recognition rewards
to maximize the motivational impact People really do make the difference, 2002). It
has also been suggested that blue-collar employees are more concerned about job
security than monetary rewards (Smith & Tisak, 1993). The question is therefore
which rewards are the real motivators of job performance. From a strategic
management perspective, it is important to design the most effective reward structure
for firms, because the implementation of a firm’s business strategy depends on it.
Concurring with Thompson et al. (2005), the present study seeks to identify the
rewards which best motivate employees. In doing so the study also addresses the
concern expressed by Igalens and Roussel (1999) that the assumptions that underpin
the compensation policies of human resource managers have not been adequately and
conclusively tested by field research. The primary objective of the study, therefore, is
to determine the importance of motivational rewards as perceived by lower level
employees in both manufacturing and clothing retail firms. For the purposes of this
study, lower-level employees are defined as that layers of employees that Hellriegel
et al. (2004) label as non-managers. They include blue-collar workers, such as
machine operators, process controllers and technicians, and frontline workers, such
as service attendants, drivers, cleaners and sales personnel (Gainsharing, 1997).
Employees further feel that profit-sharing does not provide for individual
performance (Bateman and Snell, 2007) and that they (the employees) have little
influence on the overall profitability of the business (Hellriegel, Slocum &
Woodman, 2001).
4.4.1 Staff loans with no interest
In the interviews with employees on what types of motivation they prefer to be given
for them to be ethical at their work place they mentioned the provision of staff loans
with no interest. The argument by the majority 18 (72%) out of 25 respondents were
of the views that the provision of the staff loans ensures ones job( It acts as job
security) and it shows the trust the organization has to the employees. For instance it
was reported that:
34
“Provision of the loans enables us working at the lower cadres to
meet our various need and sometimes loans provides us with peace of
mind at work………..we feel secured and trusted by our bosses if given
loans by this we obliged to work since to most this is huge
motivational factor. Loans motivate us a lot and encourage us to work
with high integrity"
In an interview, another respondents who was an accountant shared the similar
concern with the research concerning staff loans as follows
“Staff loan is a motivation every one of us wishes to have……it serves
a lot of purposes, first it brings a sense of security to our jobs,
secondly it ensures the trust and honest to us and the employer.
Generally this kind of motivation it is highly recommended by most of
us because it demands us working ethically and morally so that when
next times need a loan you can easy be given”
This means that in any organization setting employees need to be motivated. For
examples provision of the loans to the staffs especially money kind and cars usually
motivates a lot and encourage working abiding to the rules and regulations of the
organization. This was said to have growing effects on the working morale and ethics
of the employees. The study has also found out that money is the only kind of loan
given to the employees. The criterion used to give staff loans are confirmation by the
employer, other related social benefits such as social insurances coverage such as
National Social Security Fund (NSSF) and finally is employees’ level of salary scale
in the organization.
Taking this as the criteria for the loan to be given in most cases those with the low
level of salary who are the majority the loan given do not satisfy their needs as the
amount is very minimal compared to what they need to accomplish and at the end of
the day they end up having different loans from different sources where in return
even the rate of loan repayment become a burden as the employee left with nothing
at hand in terms of money. This may have impact on the employees ethics as the
personal needs out of job remain uncovered therefore even the psychological aspects
of the employee may only be on how to survive and not on the work.
35
4.4.2 Social assistances
The study has established another type of motivation that required by the employee
in boosting their working ethics is social assistances which is provided by the
employer to the employee. Social assistances in this context refers to all kind of
social supports that are given to the employee by the employer for the purpose of
enhancing and strengthening social solidarity beyond the scope of working
environment. Social assistances include things such as involvement and the
participation of the employer and employee in events such as wedding, burial
ceremony, period of sickness and the like. This was acknowledged in the interview
with an Accountant who confirmed that:
“To me motivation is beyond office matters….for instance we are
encountered with a number of social events such as the loss of our
beloved ones, sometimes we celebrate wedding events and the like. The
involvement of the office into all these gives us sense of motivation that
is required by all of us. I encourage the top management to continue
support the same because has proved a great impact on the working
morale and ethical conducts of the employee’s”.
The above mentioned finding was also noted by head of branches when they were
asked to mention types of motivation that required by employees in boosting they are
ethical conducts and working morale. It was also learnt that in some organization
workers are forming their own social assistances groups such (vyama vya kufa na
kuzikana, vikundi vya kusaidiana wakati wa sherehe) when the management fails to
do so as the motivational need and social assistances networking groups. It was thus
revealed that:
“Here we support our employee during various social events such as
burial ceremony and wedding ceremonies to offer an official
support…..these kinds of supports has proved to us and to the
management that they influences employees working morale and ethical
conducts. We encourage these kinds of motivation to be offered”
On top of the above findings, it was also reported that the concept of social
assistances extends to social network of the employee which includes the working
mate, family members, close friends and neighbours. All these serves as the
motivational strategies or types of motivation that are highly recommended by the
employee to be provide to boost the ethical conducts and working morale of the
employee in the organization. It has also been reported that business firms are
36
increasingly providing financial rewards, such as childcare and educational support
programmes and that these financial rewards are effective in attracting and retaining
staff (Burton, 2001; De Leiburne, 1991). Barrier (1996), however, suggested that
recognition or showing appreciation, which is a social reward, or rather social
assistance is a stronger motivator of performance than monetary incentives (Barrier,
1996). It is therefore proposed that financial rewards are important motivators of the
job performance of employees, but are not more important than social rewards.
Groenewald (2004) is of the view that managers’ prime focus on the bottom line and
task achievement at the expense of a social orientation that fosters positive attitudes
among employees are often the cause of lower productivity. Research findings have,
for example, revealed that recognition or showing appreciation for work done, which
is a social reward, is a stronger motivator of performance than financial rewards
(Barrier, 1996).
Management consultants concur that the business firms which excel at service and
sales are those that invest a considerable amount of time, energy and resources in
providing for the social rewards of their employees (Freemantle, 2004). Empirical
research stretching over thirty years has consistently shown that the social interaction
with colleagues, their acceptance and approval are important determinants of
employee productivity (Seigel & Ruh, 1973; Smith & Tisak, 1993, Stajkovic &
Luthans, 2001). Alfred (1991), for example, reported that one of the needs
employees expressed the most was the need to be accepted. This is a true picture
with our study when researcher observed this during the interview with clerk who
discussed the need of being accepted in the following
in every working environment all over the world employees needs to
be motivated, but the most important of all we value the social
acceptance and recognition of our work done… this gives us the sense
of value and acceptance in our work places.
Furthermore, according to Kemp (2002), however, managers declare in mission
statements that people are their most valued asset, and then fail to practice this
philosophy. Social rewards should be the strongest motivator of employee job
37
performance. It is therefore proposed that Social rewards are the most important
motivators of the job performance of lower-level employees.
Furthermore the study was also interested in understanding whether the relationship
exists or not between the employee motivation and their ethical conducts at work and
the social assistance provided to them. Cross tabulation was made between the two
variable and the results indicated that, social assistances provided by the employer to
the employee has the influences on the ethical conducts and working morale of the
employee. The chi-square test indicated that the variable are highly statistically
associated (p=0.001).This means that social assistance as the type of motivation or
being one of the motivational need influences employee ethical conduct.
As far as the study is concerned most of the social assistance named to be given are
only on papers and not in practice where the employees who are in the operational
level are not aware of those assistance that they have right to be given as long as they
are employed which at the end of the day they take those few social assistance given
as only the privilege they are given and fail to demand them where they are not given
in which they remain unmotivated and hence affect their work morale and ethics at
large.
4.4.3 Paying overtime
Furthermore the study found that another motivational type that is required by
employee in boosting the ethical conducts and working morale is the payment of
overtime. The study found out that majority of the respondents were of the opinion
that the any work being done beyond working hours to be paid some amount of
money as the motivation to the employees. It was said by respondents that, overtime
serves a lot of purposes such as motivation but to a great extent it ensures efficient
and effectiveness of the work given. This was shared by an Accountant concerning
paying overtime in an interview conducting at headquarter of the organization
“Sometimes we are obliged to pay some amount to our employees who
happened to work beyond office hours for the purpose of motivation. It
is just a little amount of money ranging from 5000/= to 10,000/=Tsh for
an hour depending on the employees position in the organization. We
have observed if assigning our staffs some works beyond office hour
38
without any motivation……. the effectiveness and efficient of the same is
so minimum so we need to pay them”
The similar concern was also shared by System administrator during an interview.
This was his words
“Working beyond office hours is tedious; sometimes I work up to 8pm
from morning…..for the purpose of effectives and efficiency I need to be
paid overtime to motivate me working in such a tedious situation.
Although the amount being paid is a little, it sometimes ranges from
5000/= to 10,000/= but it serves a purpose and normally they pay us at
the end of the month included with salary”
This implies that, for in order to realize effectiveness and efficiency along with
ethical conducts in an organization both employees and employers agreed on
the payment of overtime. Payment of overtime has proved to be an instrumental
motivational strategy in boosting employees working morale and abiding them
to ethical conducts. Equally important 16 (63.4%) respondents out of 25 were
of the opinion that working beyond office hours without any motivation
discourages employees working morale.
Despite the fact that the study found that paying overtime is the motivation
needed by the employees, it was realized that the amount given depends on the
hours and position of the employee in the organization. This on the other hand
may create classes in the organization and even create inferiority complex as
those with low level salary may work more hours after working hours and paid
low rate of overtime while those few with the high level of salary work for few
hours and paid great penny. This may demoralize those with low level salary
as they will feel that they are exploited and used by the organization and hence
affect their working morale and even their ethics at work. For instance it may
reduce the sense of self responsiveness where during the working hours those
employees with the low level salary who are paid low rate of overtime may
skip doing their work effectively and wait after working hours to do those work
so that they can be paid the overtime in relation to the work they have been
done.
39
4.4.4 Increase of the Salary
The study went further to establish that in any organization setting salary and related
fringe are highly needed by employees for motivation. The study found out that
majority of the respondents 18 (72.7%) out of 25 were of the view that the increase
of the salary has a significant impact on employee’s morale and ethical conducts at
work. This view was shared by different respondents who participated in the
interview and questionnaire survey. For instance a clerk in an interview described
the following;
“It’s so encouraging if our bosses consider us with salary increments
maybe after every one year. We are working to cater for our basic
need and with life hardship nowadays what we need most from our
employers is an increase of the salary”.
Similar concern was also shared by office attendant when elaborating the
importance of increase of the salary.
“I highly recommend the increase of the salary, to the best of my
knowledge an increase of the salary do motivate most of us, ethical
and it even boost the working morale along with others such as staff
loans, opportunities for further studies although this not obvious in
our organization for example for the past two years I have heard that
two employees went for studies”.
These observations are supported and reflected in other researchers and scholars such
as Rynes, Colbert and brown (2002:158), they argued that pay is much more
important in peoples actual choice and behavior and it is a self-report of what
motivates them. This implies that money and increase salary it is the kind of
motivation that is highly needed by employees as it shapes employees working spirit
and morale. This is evidence in Locke, Feren, McCaleb, Shaw and Denny (1980)
when they concluded this with regards to increase of the salary “money is the crucial
incentives no other incentives or motivational technique comes even close to money
with respect to its instrumental value” (1980:379). The researcher therefore
concludes that money in kind or rather cash is the type of motivational that is highly
needed by the respondents for the purpose of improving their working morale and
ethical conducts.
40
It has been reported that, while direct financial rewards play a critical role in
attracting employees, they have only a short-term impact on the motivational levels
of employees (Ellis & Pennington, 2004; Samodien, 2004). It has also been shown
that financial incentives, such as paying overtime and salary increments though
widely used as motivators, create other problems, such as employees trying to get
their work done quickly without concern for quality (World Wide Web, 2005).
Contrary to this study finding, evidence has been produced that indicates that a
financial reward such as profit-sharing does not encourage motivation in all
employees (World Wide Web, 2005).
Shives and Scott (2003) and DuBrin (1997) however reported that gainsharing
improved the productivity of employees. Gainsharing is an approach to enhance
organizational effectiveness which embraces the whole firm through a formal system
of employee involvement and financial bonuses based on productivity gains. It is
mainly focused on reducing costs, which results in a monthly payment of bonuses.
Profit-sharing, on the other hand, is not that specific in indicating exactly what each
employee must do on a daily basis to improve profitability. Profit-sharing bonuses
are paid out on an annual basis and employees often believe that managers will not
keep their promises in paying out the profit bonuses (Gainsharing, 1997).
During the study it was found that there has been a lot of employees’ chaos regarding
the salary given to them as the increment named in their directory was not provided
to them over sometime and the reason behind is that their increase of salary depends
on the level of profit the organization creates. That means if there is no increase of
profit the employees should not expect the increase of salary but that does not
consider the change of life style and the cost of living which changes every day and
affect the life of people with low earning. In some aspect the market may be
unpredictable people may offer their effort but the market may be too difficult and
narrow to generate profit so if the profit becomes the only factor for salary increase
the employees may get discouragement as they work hard but paid low which results
to loss of job satisfaction and morale.
41
Not only that but the study also found that even the review of the salary is not
regularly done where the level of salary scale remain the same for years before the
changes are made. For instance the market rate demands the lower scale of salary to
be not less than 400,000/- but it was found that the lower salary scale is 120,000/-
which cannot be realistic compared to the cost of living including housing, transport,
meal, and the other basic human needs and due to the hardship of getting new
employment people tend to keep working on that rate but with no satisfaction which
result to loss of integrity to some employees where there are cases of theft reported in
the organization therefore it is revealed that there is relationship between motivation
and the employees ethics.
Profit bonuses are also perceived to focus only on higher-level employees and not on
lower-level employees. While that has been the case, the study concludes that there is
no consensus among managers on the use of monetary kind to motivator employees
although many managers still view money as the main motivator of employees,
despite the lack of conclusive evidence from various researches about the
motivational impact of monetary rewards on the job performance of employees and
employees working morale and ethics.
4.4.5 Food allowances
This was also mentioned by respondents when they were asked to mention
motivational strategy needed by them at most. This was evidenced in several
encounters with the respondents during the interview. These arguments put forward
were of the opinion that, employees need to be given food especially lunch time or
some amount to cuter for the food. This was said to have impact on work especially
working morale. The study went further to identity the significant role of food
allowance in organization setting, that it brings working solidarity and togetherness
among employees and to a great extent it zero down classes among employees. This
was attested by one of the security officer during an interview as follows
“At the office the shared meal brings me happiness when eating
together; staying together is more importance than the food itself when
eating. For us who are low paid when given food allowance in terms of
money or food at the office serves a lot of purpose this makes us work
with highest level of performance and integrity”
42
This was further acknowledged in the interview with clerk who confirmed the
following in connection to food allowance
“Motivational among employees is the fundamental aspect in any
organization, more important we need just minor things such as food,
but by the virtual of its importance it really encouraging and motivate
employees…… for instance here at Revival Church Sacco’s we are
being provided with food allowance but sometimes we contribute
some amount of money and we make our own food here at the office. I
find this is a good treatment to us and we are proud of that.”
This therefore means that, in a situation whereby employees are not paid enough
salary, the provision of food and or food allowance serves a motivational strategy
among the employees. The study also found out that 18 (73.6%) out of 25
respondents who were the surveyed mentioned food allowance as vital motivators
among many employees. Equally important the shared meal among employees
increases working spirit and on the same note it serves the purpose of increasing
employees’ performance. Managers often use job design rewards to increase
employees’ work efficiency and productivity (Certo, 2003). According to Luthans
(1998), these rewards include adding more responsibility to the job, allowing more
autonomy on the job, providing job security, job rotation, employee involvement in
decision making, career planning and development, and flexi time. Research findings
and business practice experience seem to support the importance of job design
rewards as motivators of employee job performance. Burton (2001), for instance,
reported that involving employees in setting their own objectives and allowing them
to participate in decision making lead to increased employee motivation.
Food allowance being the case as the motivator towards employees work ethics it
was found that though it is provided but it is not enough compared to the cost needed
to cover the meals as it is too small because the review is not done regularly therefore
when the costs of living increase the allowance remains the same. And due to low
salaries even the food allowance given tend to cover other costs of living out of
meals and left some of them starve during work which reduce energy in performing
the tasks and basically those which use human labor.
43
4.4.6 Medical coverage
Furthermore, the study found out that motivating the employees includes a lot of
aspects. These aspects ranges from employees working environment and others
which covers employees social environment and other related aspects beyond the
working environment. In this context medical coverage refers to deliberate effort
done to cover all expenses related to medical care and treatment of the employee and
it is sometimes extended to the dependents of the employees.
In this study, it was found out that medical coverage at Revival Church SACCO’s
covers half of the total medical expenses in one visit. This implies that if in a single
visit at health facilities the total expenditure recorded is 20,000/= the office is
obliged to pay Tsh 10,000/= half of the total cost. The amount set for medical
coverage per annum is Tsh 500,000/=. These arguments were evidenced several
times during interview with the respondents and were expressed as follow by one of
the Assistant Accountant.
“We are not provided with full medical coverage like other
organization whereby they have special medical coverage from different
medical insurances such as National Health Insurance Fund or
AAR……our organization covers us with only 500,000/= in year and in
every visit at health services the office refund half of the total
expenditure for a single visit. This serves a lot of purpose as long as
employees’ motivation is concerned, however we suggest the office to
improve thus situation”
Similar concern was also shared by Clerk expressing her views regarding the
medical coverage.
“Employee motivation goes beyond working environment it includes
medical coverage. For our case the medical coverage curter only Tsh
500,000/ per annum and bursary office normally refund half of the cost
reported for a single visit in health facility upon the submission of the
receipt of the same. In the near future we would like this coverage to be
inclusive to our relative and member of our family like for the case of
other offices under different medical insurances”.
Furthermore, this was found to be reported by majority of the respondents were by
the survey indicates that 21(82.3%) out of the 25 respondents mentioned medical
coverage among many other things it a kind of motivation that they need most. This
is supported by the study done by Kumanyinza (2000) in Rwanda among casual
44
laborers in the road construction, whereby his study found out that medical coverage
among many other factors is a type of motivation required by employees. In his study
it was found out that majority of the employees 115 (76.8%) out of 115 were
comfortable with the provision of the medical coverage by their employer. Equally
important in a number of studies done by several researchers such as Morgan and
Marc (1996) suggests that medical coverage it is among the criteria that is taken into
consideration by the majority of the job seekers in the urban areas as well as the
employers for the motivational purposes. In their studies researchers have concluded
that good and consolidated salary, housing allowances and medical coverage are the
kinds of motivational needs that are highly needed by employees.
As far as the study is concerned the medical coverage seemed to touch the
employees’ social life which may affects the work ethics of the employees. When the
employees are paid low things such as medical assistance would be of great
important towards assisting the hardship of life and help the employees concentrating
on work other than how they can survive but the amount given to the respondents of
this study seem to be given very low amount compared to the cost of medical needed
for better services unless they are forced to attend to the government hospitals in
which the costs are minimal but most of the services are poor.
4.5 Factors affecting employees working ethics
Despite of the fact that, this study has intended to investigate and explore the various
motivational strategies being in place and the kind of the motivation that are need by
employees and the extents to which it influences employees working morale and
ethics conducts, this study also ascertain on the factors that affects employees
working ethics other than motivation. The study identified that there are various
factors responsible in affecting the employees working ethics. Such factors that
affect employees working ethics are as follows; diversity of salary among employees
of the same position, mistreatment of the employees, low salary and lack of
motivation, failure of the management in resolving long standing employees
grievances, lack of organization code of ethic as well as social background,
environment and family problems.
45
These mentioned factors affect the employees working ethics differently. Thus, it
was observed that, no single factor among these stands on its own rather it is the
combination of all these factors contributes to unethical conducts among employees.
Diversity of salary and low salary among employees serving the same position was
said to contribute be among the factors that affects the employees working ethics and
to great extents it affects employees working morale. For instance it was said by
Clerk during interview as follows
“Salary differences among employees of the same level let’s say Iam
working as clerk and paid 385,000/= and my fellow colleague
working as clerk as I am being paid 450,000/= this demoralize and
affects the employees working ethics, because one will have the
feeling that organization is not fair. And leaves a lot to be desired why
my fellow is paid this much and Iam not paid that amount. Also low
amount of salary being paid, compared to the workload being
performed for real it affects the working ethics of the major, that why
we may find some employees are corrupt or theft and underperform ,
it all because of these. For example, for our position we are exposed
to risk and tempted situation, we are handling money so if we are low
paid or not treated equally this demoralize and affects the working
morale and hence it may results to unethical behaviors”.
Furthermore, during the interviews with several respondents, the study found out
there are other factors which affect employees working ethics. For example
promotion and employees mistreatment by the management was mentioned by some
respondents as to have contribution and affect the employees working ethics. The
study found out promotion of employees by having working for a certain period of
time is crucial for the assurance of the employees working ethics. Equally important
most of the respondents were of the views that mistreatment by the management to
great extent affects employees working ethics. This was evidenced in an interview
with office attendant who said the following
“In an organization if there is no motivation to the employees, and
the management is less concerned about that it really affects the
employees’ ethics and sometimes demoralize the employees. For
example I have been working with this organization since 2009 to
date…… unfortunately no promotion, no salary increase. This affects
us a lot but there is no way we can do about this. My opinion is that
failure to promote employees affects our working ethics since this
serves as motivation for us. Similar in some circumstances, you may
find that employees are mistreated and undermined not given
opportunities and not listened; sometimes we are not involved in
46
decision making. I understand, I am occupying a low profile in this
organization but if not seriously addressed these practices affects
much the working ethics among ourselves.”
This ascertains that, employees they highly need to be treated equally and paid
enough salary and other related fringes benefits for them to be motivated and work
ethical in organization setting along with promotion. So the study observed that,
employees need to be treated equally and for in order to motivate them. This is the
prerequisites of the management and all responsible personally to make sure
employee are paid enough salary and treated equally and handled fairly to avoid
employees unethical conducts.
The study also investigated on the availability of code of ethics in the organization
and the extent to which ethical behavior are rewarded and the study also captured the
effect of the presences of code of ethics and the rewarding of the same to the
employees . It was interesting to know whether in organization, there are any ethical
codes of conduct where it was found out that all the respondents to have mentioned
the presence of code of ethics in the organization. Codes of ethics in organization are
said to have the positive impact on both organization and employees. The study
found out that majority 24 (96%) out of 25 of the respondents agreed that ethical
codes of conducts in organization have impact on employees. This was evidenced
during interview with Clerk who shared this with the researcher
“In the organization, ethical codes of conducts are important to ensure
and maintain the image of the organization however sometimes affects
the employees but to the best of my knowledge ethical codes of
conducts serves as the watchdog to the employees and hence therefore
ensures organization performances. Without these in organization, it
means no coordination and proper management of office and the
resources.”
Similar argument was also shared by assistant accountant to support the rewarding of
the ethical behavior in organization. Respondent expressed her views to show the
importance of rewarding ethical behavior done by the employees. This implies that
employees who adhere to the available ethical codes of conducts are needed to be
motivated and encouraged to adhere and abide to the same.
47
“If ones adhere to the stipulated dos and don’ts in organization this
fellow must be rewarded. Rewarding of the same will make the fellow
individual to feel good and boost his or her morale at work because
experiences shows that employees who are motivated on the bases on
ethical conducts work harder and focused to fulfill organization goals
and objectives”
Furthermore, the based on the above expressions, the study concluded that
employees who adhere to the stipulated codes or ethical codes of conduct needs to be
rewarded for further motivation purposes. However, for those who will not adhere to
the same, the study suggests that, disciplinary action should be taken against them.
This was also shared by respondent during interview
“In organization if employees abide to any stipulated rules and
regulation there is a need to motivate them, first of all this will
increase working morale but equally important it increases work
performance”.
The above implies that organization ethical code of conducts must be followed and
adhered to for the purpose of checking employees working ethics and to increase
working performance. However this has not been always the case, the finding shows
that most of the time employees are being given sanction in a situation when they fail
to adhere to the stipulated ethical codes of conducts. On top of that, the study found
out that, organizational management style whether it top down or bottom up
influences the organizational performances and the extent to which employees
adheres to the same.
This was also reflected in the quantitative results. For instance it was shown that
there are several factors that cause employees misconducts in organization. The
results reveal that, majority of the respondents 14 (53.6%) out of 25 respondents
mentioned and strongly agreed with ineffectiveness organization and negative
management climate and fairly few respondents, 6 (23.7%) out of 25 mentioned to
have a negative contribution effect towards employees working ethics as indicated in
the figure below.
48
Figure 4.1 Factors other than motivation that affect employees working ethics
Source: field data 2013
Therefore, the findings from qualitative data are consistent with the findings
generated from quantitative data of the study of which identified that the employees
working ethics is affected by factors that associated with the working environment
such negative management and ineffective organizational structure. Furthermore the
study ascertains that organization approaches are crucial in initiating the motivation
strategies in an organization. The study found out that the dominant organization
approach that is used to initiate motivation strategies is top down approach which
simply implies that orders and directives follows from the top down to the
subordinates for implementation. It was found out that 24 (96%) out of 25
respondents were of the view that top down approach was the dominant approach
being used to implement various organization goal and strategies including
motivational strategies in an organization.
Equally important the study established that, the form and the nature of the
organizational approach has an influence on employees working ethics either
positively or negatively. Therefore the study revealed that organization approach, for
this case top down has affected employees working ethics whereby the majority of
the respondents 24 (94.6%) out of 25 respondents said yes, that organization
approach meaning that top down approach affect employees working ethics. This
0
5
10
15
20
25
strongly disagree
strongly disagree
disagree
not applicable
not applicable
agree
strongly agree
49
was evidenced during interview with assistant accountant who shared this
conversation with researcher
“This tendency of taking and obeying the given orders from our bosses
exclude us from the participation geared to organization
matter……however we need to obey and adhere to the said directives
but when it comes to employee’s motivation and working ethics it has
nothing to do with us. The general observed feeling is that this
approach affects the working ethics since there is a sense of exclusion
in organization matters and most of implemented issues don’t come
from us. I suggest the management to revisit this approach for the
purpose of enhancing employees working ethics”.
This implies that the top down approach exclude employees’ participation at various
levels but also the study found out that it is not the good organizational strategy for
employees’ motivation since it misses the gap of what is actually needed by the
employees as opposed to what is offered by the management this therefore affects the
employees working ethics. Due to this observation as far as top down approach is
concerned the study further found a contradictory finding on top down approach.
This approach is said to involve both the bosses and the subordinates’ and that
manner it was found that top down approach to be the best in enhancing employees
working ethics because in practice the top down approach gives the room for both,
bosses (managers) and subordinates to share and discuss various issues before
coming to conclusion and the implementation of the said strategies by the
management. This view was revealed in the interview as follows:
“With this approach whereby we take orders from the top, from bosses
and managers for the implementation it a good approach since it
involves both parties; here I mean the management and the
subordinates. This approach positively affects the employees working
ethics in the sense that the approach gives the chance for both parties to
discuss and agreed upon the various issues before the implementation
of the same”.
The similar concerned was shared by another respondents who had this to share with
the researcher
“Top down makes employees feels that they are part and parcel of the
organization and this automatically influences the employees working
ethics. For example it not always we implement what has been said by
our bosses, there is also a chance to discuss and give advice which is
good both morale and ethical among the employees”.
50
The above assertions imply that, the top down approach type of management can
play both roles; it can either affect the employees working ethics positively or
negatively depends on the usage of the approach by the management. Although the
study suggests the usage of the combination of top down and bottom up approach for
the organization effectiveness and efficiency.
The study went further to test the association between the organization approach (top
down or bottom up) and the effect on the employees working ethics. The chi square
was used to test the mentioned association. After computing the chi square, the result
indicates that the relationship between the management approach and the effects on
employees working ethics was statistically significant (P 0.001). This means
management approach is associated with the employees working ethics.
Generally it was revealed that apart from motivation as the single factor also the
working environment at large contribute a lot in affecting the employees working
ethics which includes things such as poor participation in decision making, trust in
supervisors, ineffective organization structure, negative management climate, poor
recognition of performance, closed communication channels with supervisors,
unavailability and poor working condition of job equipment as well as employee’s
nature. Therefore it is the combination of factors that may results into unethical
behavior of employees where separating one from another may cause job
dissatisfaction.
4.6 Impact of motivation on employee ethics
Based on the above finding, the study also finds rationale to investigate on the
impacts of the motivation on employee ethics. The purpose of doing that in this
research was to document the extent to which motivation affect the employees ethics.
The study observed motivation to have a positive impact on employees’ ethics. It
was reported that among many other factors, motivation increases job satisfaction,
increases job performance, commitment at work and increases the sense of self
achievement and advancement.
51
However the study also found out that it is not always the case that motivation has
impact on employees’ ethics. Although the issue of motivation and its impact is
relative depends to the extent employee is motivated and the realized impact at work.
This is also supported by Mkama (2009) in his study on the impact of motivation
strategies on work performance. He concluded that employees can be motivated by
the same factor, but it is not necessary to realize the same impact on them.
Furthermore Herzberg, Mausner and Snyderman argued that the motivators
(satisfiers) were associated with long-term positive effects in job performance while
the hygiene factors (dissatisfiers) consistently produced only short-term changes in
job attitudes and performance, which quickly fell back to its previous level. The
motivators were elements that enriched a person's job. He found five factors in
particular that were strong determiners of job satisfaction: achievement, recognition,
the work itself, responsibility, and advancement. In summary, satisfiers describe a
person's relationship with what she or he does, many related to the tasks being
performed. Dissatisfies, on the other hand, have to do with a person's relationship to
the context or environment in which she or he performs the job. The satisfiers relate
to what a person does while the dissatisfiers relate to the situation in which the
person does what he or she does (Herzberg, Mausner and Snyderman, 1959).
Table 4.3 Impact of motivation on employee’s ethics
Sn Impact of motivation on employee Strongly
disagree
Disagree Not
applicable
agree Strongly
agree
1 Job satisfaction (8%) (92%)
2 Commitment (8%) (20%) (72%)
3 Increase a sense of self achievement
and advancement
(32%) (24%) (36%) (8%)
4 Engagement (60%) (40%)
5 Increase responsibility (12%) (80%) (8%)
6 Employees Impartial in carrying
duties
(8%) (28% ) (12% ) (40% )
7 Employees maintain official secrecy (20%) (2%) (3%)
8 Increase job performance (8%) (88%) (4% )
Source: field data, 2013
Results from table 4.3 shows that, majority of the respondents 23 (92%) strongly
agreed that motivation on the employee to have impact on job satisfaction and
52
majority of them 22 (88%) out of 25 respondents agreed that motivation among
employees increases job performances. This implies that motivation given to the
employees intends to increases job performance and effectiveness in the organization
setting. Studies from different researcher such as Grime (2005), Arnolds (2006) and
Igalens and Roussel (1999) both pointed out that employees who are positively
motivated in their work places increases job performances and as well as increases
job productivity
The impact of motivation on employee was clearly reflected in cross tabulation
between impact of motivation statements and the extent to which affects the
employee motivation. The results from cross tabulation indicated that almost over
one third of the respondents agreed that motivation has positive impact on employee
in terms of job performances, increase employee responsibilities and commitment to
work and job satisfaction. As, the result of this, very few respondents strongly
disagree on the statement that motivation has no impact on employee.
Furthermore, the study went further to identify other motivation impacts on
employees working ethics. Among many other things, the study found out that
motivation has impact on employees’ integrity, trust, low turnover, employees enjoy
the work and it reduces the demand of extra pay when employees perform duties
beyond normal working hours.
4.7 Chapter Summary
The chapter provides the critical analysis on the objective of the study including the
demands and the drivers towards motivation in relation to the employees working
ethics. It revealed what is taking place and the situation in the working environment
where the more employees are motivated the more ethical they become. Therefore
the chapter summarized the responses towards the motivational strategies that are
available in the organization where it shows how these strategies impacts in one way
or another in boosting the employees working ethics. Also it identified the type of
motivation required by the employees for them to be ethical where things such as
provision of meal allowance, transport, medical coverage and others as discussed
seemed to have impact on the behavior of the employees as they feel their need to be
53
taken into consideration so as to increase their job involvement and commitment.
The chapter also provides the analysis towards factors other than motivation which
affects the employees working ethics where things such as environmental factors,
social backgrounds, working environment and the like may impact the employees’
ethics. Lastly the chapter analyzes the impact of motivation on employees’ ethics
where things such as job satisfaction, job performance, commitment at work, sense
of achievement and advancement were discussed.
54
CHAPTER FIVE
CONCLUSION AND RECOMMENDATION
5.1 Introduction
This chapter provides the entire summary and conclusion of the study findings with
regard to the research objectives. It ends with the recommendations and suggestions
for further studies in area related to the impact of employees on working morale.
This study was an endeavor to investigate various motivation strategies and the
extent to which they affect or rather influences the working ethics of the employees.
5.2 Main Conclusion
The study revealed that different motivation strategies such as paying overtime,
opportunities for further studies, good working environment among many other
factors that influences employees working ethics. On the same note, the study found
out that in organization there are more than one motivation strategy, but the most and
recommended motivation by employees themselves are paying enough salary,
promotion of the employees. However, the findings concludes that in most cases, the
absence of these entire factors act as discouragement on the part of employee
working morale and hence affects their ethics in a way or another.
The study also found that there are several impacts on motivation strategies to
employees. The study reveals that among many other things motivation has an
impact on employees’ moral and ethical codes of conducts. Increase job performance
and job satisfactions are among many other things on the impacts of motivation on
employees’ ethics. It has outlined several motivation strategies and its impacts, but
one observable or rather notable impact of motivation it is not only on employees
working environment, it is also extended to employees’ social life. Different
researchers observed that employees’ motivation impacts have accumulation of
factors both from within and outside the working environment. In this study
therefore, this was also revealed during interviews with respondents, whose majority
views recorded agreement on question which requires them to identify if there is any
impact on motivational strategy among employees. This was further attributed to the
nature of the working environment in boosting working morale.
55
Furthermore, the research established that there are various ethical codes of conducts
that are put in place to guide and give the directives on difference employees’
practices. The stipulated ethical codes of conducts stands to ensure that all the
employees are behaving moral and ethical in organization towards the realization of
the organization goals, objectives, mission and vision. Furthermore, the study found
that the rewarding of unethical behavior among the employees also boosts the
working morale and ethics. However, the study suggests that in organization the
practice of ethical behavior among employees to be rewarded also where it was
found out that for the smooth function of the organization, reward is the crucial
factor, and both ethical and unethical practices by the employees must be rewarded
for the motivation purpose and as well as increasing the working morale.
The study also found that there are factors other than motivation that affect the
employees working ethics. Among many other factors respondents agreed that
organization ineffectiveness, poor recognition of the work done by employees and
negative management climate have an effect on employees working ethics. While
that has been the picture, the study also found out that nature of the employees and
trust in supervision to have minimal effects on employees working ethics. The study
therefore concludes that, in any organization setting, management has an obligation
to recognize and appreciate work done by its employees but also to ensure the
effectiveness in organization in dealing with matters concerning the employees.
As far as the variables are concerned it was revealed that interms of sex, female
seemed to require social assistance most than male due to the fact that female tend to
encounter social problems and mostly caused by family matters which may affect
them psychologically and at the end may even affect their work ethics. This includes
things such as provide assistance in period of wedding, new birth, burial, need for
staff loans etc. Education level as another variable interms of responses showed that
those who acquired the degree and postgraduate tend to know much on their rights to
be motivated so that they can be ethical. This is different from the lower level of
education employees where whether to be motivated or not for them seem to be the
employer’s option to do so and that is because they are not well informed or exposed.
Interms of working experience it was revealed that those who had working longer
56
than the others means more than six years tend to be more ethical than those who are
below that. That seemed that those with more working experience are good in
following the ethical code of conduct and that’s why their contracts are renewed
every now and then and most of them are aged compared to those below six years
who encounter most ethical problems due to age matters as well as being too
demanding.
5.3 Recommendations
Basing on its study objectives and the research findings, the study recommended the
following in addressing issues related to employees’ motivation in boosting their
working moral and ethical conducts in organization.
Motivational strategies that are put in place should as well take into consideration the
needs and the demand of the employees. This meaning, at some time there are
motivational strategies which are put in place by the management and are not highly
needed by the employees therefore the packages and strategies must be clearly stated
and communicated. This must be done in line with proper communication between
the management and the employees where recommendation is reflected on the
employees working environment and the relationship with the management to be
proper. In here the study recommends that in boosting employees working morale
and ensuring ethical conducts it is important also to provide employees with
conducive working environment and management should have a close eye on various
matters pertaining to its employees. This goes with the organization style, whereby
the study found out that, top down approach is the dominant approach of
management in most of the organization. The study suggests that the use of both
approaches is better to ensure the organizational effectiveness and efficiency.
Motivational strategies such as freedom at work place and exercising authority and
responsibilities should be considered so as to provide opportunities for learning new
experiences other than one has been doing at the work place. Management should
bring about job rotation so as to increase job awareness to the employees in doing
different work within the work environment. This motivate the employees as they
become anxious to know what and how other job other than theirs are being done
57
which will results to employees being ambitions to learn hence work ethics. Also that
will influence interaction at work among employees in which to a great extent boost
employees’ working ethics.
Not only that but also the study found out that the opportunities for studies and
acquisition of new skills boost employees’ working ethics and therefore it
recommends the management to consider their employees towards getting new
knowledge and becomes the learning organizations which will be useful in the
competitive working environment.
Basing on the issue of ethical codes of conducts, the study recommends the regular
view of the labour law and regulations so as to meet the basic requirements to be
applied to the organization. However, the study suggest that in any organization,
whereby ethical codes of conducts are in place, the rewarding of the same to both,
who adhere and for those who don’t to the said ethical codes of conducts must be
observed to ensure work done is effective and efficiency. Also in terms of awareness
the codes of conducts must be informed to the employees so as to be rewarded within
their knowledge.
The study recommends the need for the management in using financial as well as
non financial motivators so as to influence the employees’ ethics at work. Most
organization tends to rely much on the financial motivators such as money rewards
but not all the time the financial rewards brings about satisfaction where there are
other things such as recognition of performance which is non financial and may
increase self esteem of the employee in which will result to responsiveness of the
employee.
As far as the study is concerned the employee motivational needs should be revised
regularly so as to be realistic and serve the purpose. For instance staff loan as the
motivational need, management should revise the criteria for loan disbursement so as
to meet the need of the majority employees who are paid low. As the study found out
the criterion used to give staff loans are confirmation by the employer, other related
58
social benefits such as social insurances coverage such as National Social Security
Fund (NSSF) and finally is employees’ level of salary scale in the organization.
Also in terms of social assistance the management should also consider all levels of
employees in the organization by giving them awareness on their rights which will
result into the sense of belongingness where they will feel to be cared. The study also
recommends that paying of overtime should not base with the salary level because
there are other employees have low salaries therefore even the rate of the overtime
will not motivate them at all. At list the work done should be the one to consider the
pay of overtime other than just the salary level so as to motivate the employee habit
of working hard and reduce idleness during working hours.
The need for all employees is to increase their salary it doesn’t matter how much a
person is paid therefore this study recommend the need for the management to
review the salary scales regularly in relation to the change of standards of living as
well as the work done where the minimal salary level should be realistic and
reasonable so as to meet the employees needs. This will influence the ethical
behaviour and reduce temptations as said earlier where the cases of corruption, theft,
irresponsibility and the like will be reduced. Also the diversity of salary must be
considered to be equal to the employees with the same position so as to provide them
with the motivation and reduce unethical behaviour resulting from nepotism. Only
one factor such as profit should not taken into consideration while providing
different increments other factors such as performance may be considered so as to
reward those who work hard in the organization despite the fact that the organization
does not provide the profit. That will impact on how employees perform their work
as they will realize that they will be provided with the increase of salary in any way
and that is the motivation required.
Other recommendation is towards the respective authority to ensure that employees
are covered with the medical assistance. Nowadays there are different funds such as
NHIF, NSSF and other national funds which provide medical coverage with minimal
requirements where both the employee as well as the employer contribute very little
so as to be covered. There are other private funds such as AAR and the like which
59
also provide medical assistance, therefore it is the decision of the employer to cover
the costs on itself or collaborate with other funds for the betterment of their
employees health as human are said to be the important asset in the organization as
they are the one who think critically towards accomplishment of the job. This will
have impact on the employees’ ethics at work such as increasing the sense of
belongingness and involvement. Medical assistance can even extend to the family
members so as to reduce the burden to the employee.
Apart from that the study also recommends other factors than motivation to be
considered so as to improve the employees’ work ethics. These include factors like
participation of employees in decision making. This means the decision making must
be participatory because employees are the one who perform the work on daily basis
therefore even the matters concerning them must involve them so as to be accurate
by means there must be open communication channels with supervisors and positive
management climate. By doing so it will help knowing which kind of motivation is
suitable for them because there will be open communication and hence affects their
ethics.
The study also found out that the failure of the management to resolve long standing
employees’ grievances impacts the ethics of the employees. Therefore it is
recommended that the employees’ matters should be taken into consideration timely
so as to meet their demands. The failure to resolve the grievances may result to
unethical behaviour such as riots, absenteeism, turnover and the like. Taking recent
example of the employees of STRABAG and TAZARA in Dar es Salaam, Tanzania
where they demanded for their remunerations which were promised to be given and
when the management took long on acting they riot until they were provided with
their demands.
Moreover as the poor working condition is one among the factors that affects
employees’ ethics it is recommended that the employer must consider to improve the
work environment so as to provide about the good and conducive environment
towards performing the job effectively. This includes things such as job equipment,
health and safe environment. Environment can develop the way people behave,
60
taking example of those people working at the port as load carriers their language
seems to be rude and filthy due to the nature of their working condition where that is
different from those working in a descent offices where employees behave
accordingly due to the availability of good working environment. Therefore the more
working condition is improved; the more ethics can be influenced.
The study also recommends on having effective organization structure as it motivate
the employees and influence their ethics at work. This means that when the structure
is clear even the channels of authority will be clear and things will move smoothly. It
was found that sometimes some of misconducts were the outcome of poor or
ineffective organization structure where just one person deals with everything in the
organization where at the end fails to do all the things timely or sometimes
employees getting too close to the management hence fail to make decision
accordingly hence affects the ethics of the employees as they tend to take things for
granted.
The study found mistreatment to be the factor that affects the employees’ ethics other
than motivation. From that finding it is then recommended that before the
management make decision on anything concerning the employees grievances the
deep investigation must be done so as to come up with the right reward because if the
management make decision which will results to mistreatment the employee will be
demoralized hence even the performance will go down. This is well supported with
the rules and the regulation of the nation where the procedures towards solving the
grievances are stated so as to come up with the right treatment.
Lastly, the study recommends the need for the management to consider the impact of
motivation on employee ethics. This is by focusing on the nature of the employees in
relation to the type of operation done by the organisation. Regular meeting between
the employer and the employees must be conducted so as to find the employees
attitude towards their work. Things such as job enrichment also may be applied so as
to provide different exposure of work and reduce job boredom to the employee due
to the repeatedly work done. Also the management must initiate different
61
motivational strategies so as to provide for job satisfaction, job performance,
commitment at work, sense of achievement and advancement.
5.4 Suggestion for Further study
The study covered only small /micro finances institutions, for this case Revival
Church SACCO’s in the urban context. There is, therefore, need to extend the same
study to other rural areas and even the urban contexts in order to have a wider scope
of information on the various factors that affects employees working ethics and issue
related to motivation strategies in boosting working morale as well as the
relationship between the motivation and employees working ethics.
62
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APPENDICES
Appendix 1: Questionnaire for the Management level
I am Edina Mziray a postgraduate student at Mzumbe University, Dar es Salaam
Campus. In partial fulfillment of the requirements of a Masters degree in Human
Resource Management, I am undertaking research on implication of employee
motivation on work ethics.
I wish to emphasize that the research is purely academics and all the information
given and views expressed shall be treated with confidential. It is hoped that the
findings will be useful for both academicians and the public as whole. We would
appreciate if you spend some times to answer the questions by ticking (√)/filling
where it is appropriate.
SECTION A:
Individual Information
1. Position of the respondent (Tick where appropriate)
a. Management Level ( ) b. Normal employee ( )
2. Number of working years in that organization/ institution (Tick where appropriate)
a. 0 – 5 years ( )
b. 6 – 10 years ( )
c. 11 – 20 years ( )
d. 21 above ( )
3. Sex (Tick where appropriate)
a. Male ( ) b. Female ( )
4. Educational Level
a. A-level ( )
b. Certificate ( )
c. Diploma ( )
d. Degree ( )
e. Masters ( )
f. Other ( ) specify_____________________
72
SECTION B: Motivational strategies available in boosting the employee’s
working ethics
This section lists a series of work-related statements. Please
5. Relate motivational strategies which are in place to boost the employee’s working
ethics as mentioned below by choosing the alternative that best represents your
opinion to the right of each item. 1 = Greatly Reduces motivation 2 = Reduce 3 =
Has no effect 4 = Increase motivation 5 = Greatly Increases motivation
Strategies Rate the
answer
based on
the 5
categories
above
B1: Having to work under pressure, cope with multiple demands, and accomplish a
great deal within a rapid time frame.
B2: Being given challenging targets, and by the feeling that their abilities are
stretched.
B3: The impact of working in a competitive environment.
B4: The need to avoid failure, criticism and negative judgments by others, and the
loss of self-esteem which is likely to accompany these experiences.
B5: The opportunities for exercising authority, taking responsibility, negotiating and
being in a position to influence others.
B6: Work that requires commitment way beyond ‘normal’ working hours.
B7: Opportunities for interaction with other people in their work.
B8: Praise and other outward signs of recognition for their achievements.
B9: Uphold ideals and conform to high ethical and quality standards.
B10: Contextual factors, such as pleasant working conditions and job security.
B11: Opportunities for further training and development and the acquisition of new
skills
6. Clarify any other motivational strategies which you think is being used as a
means of boosting employee’s ethics at the work place
________________________________________________________________
________________________________________________________________
73
SECTION C: Employee Motivational Needs
7. Identify the type of motivation required by employee for them to be ethical as
mentioned below, by rating 1 = Greatly affects ethics 2 = Reduce 3 = Has no effect 4
= Doesn’t Affect
Argument Rating the
Question
C1: Further training,
C2: Job security
C3: Reasonable social demands
C4: Remuneration and fringe benefits
C5: getting the work done on time
C6: having sufficient knowledge and information
C7: Taking full responsibility for part of the work,
C8: Autonomy with the work
C9: Jobs that provide them with variety, interest and stimulation.
C10: Absence of clearly defined structures and procedures for managing tasks
C11: development of a positive organizational culture
C12: effective use of rewards and recognition
C13: developing open and honest communication in the workplace
C14: Having good promotion prospects.
C15: Outward signs of position and status and due regard for rank.
C16: Mention any other type of motivation not identified above
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
8. What are the three most difficult ethical issues that you have faced in your work?
List the most difficult
1.________________________________________________________________
2.________________________________________________________________
3.______________________________________________________________
74
SECTION D: Factors other than Motivation Affecting Employee Working
Ethics
9. What maybe the causes of employee’s misconducts? Answer by following the
guideline below 1 = strongly disagree 2 = Disagree 3 = Unsure or not applicable 4 =
Agree 5 = strongly agree
Question Rate
D1: Poor Participation in decision-making
D2: Trust in supervisors
D3: Ineffective organizational structure
D4: Negative management climate
D5: Poor Recognition of performance
D6: Closed communication channels with supervisors
D7: Unavailability and poor working condition of job equipment
D8: Employee’s nature
10. (a) Rating other factors which may be the causes of employees’ misconduct at the
work place
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
(b) What maybe the root cause of the factors mentioned on the Question 10 (a)
above?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
(c) What are the possible indications for the misconduct?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
SECTION E: Motivation strategies in affecting the employee’s working ethics
11. Which approach is being used to initiate the motivation strategies in your
Organization?
i.) Top Down ii.) Bottom up iii.) None ( )
12. Does the answer provided on the question 11 affect the employees’ work ethics
in anyway?
i)Yes ( ) b) No ( ) c) I don’t know ( )
Give reasons for your answer
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
75
13. Does the environment support the implementation of your motivation strategies?
i)Yes ( ) b) No ( ) c) I don’t know ( )
14. Does the answer provided on the question 13 affect the employees in anyway?
i)Yes ( ) b) No ( ) c) I don’t know ( )
Give reasons for your answer
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
15. (a) Are the motivation strategies monitored and reviewed regularly in relation
with the change of employees’ ethics at work?
i)Yes ( ) b) No ( ) c) I don’t know ( )
(b) If Yes how the motivational strategies are being monitored and reviewed?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
16. Does the answer provided on the question 15 (a) affect the employees in anyway?
i)Yes ( ) b) No ( ) c) I don’t know ( )
Give reasons for your answer
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
17. (a) Is there any code of ethics in your Organization?
i)Yes ( ) b) No ( ) c) I don’t know ( )
(b) Is ethical behavior rewarded in your organization?
i) Always ii) Often iii) Seldom iv) Never ( )
18. Does the answer provided on the question 17 affect the employees in anyway?
i)Yes ( ) b) No ( ) c) I don’t know ( )
Give reasons for your answer
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
19. Identify the Impact of Motivation on Employee Ethics as mentioned below, by
rating 1 = strongly disagree 2 = Disagree 3 = Unsure or not applicable 4 = Agree
5 = strongly agree
76
E1 Increase job satisfaction and therefore decrease
absenteeism, corruption, irresponsibility etc.
E2 Commitment
E3 Increase a sense of self achievement and Advancement
E4 Engagement
E5 Increase responsibility
E6 Employees become impartial in carrying out their duties.
E7 Employees maintain official Secrecy
E8 Increase in job performance because of job security
20. What other views in relation to impact of employee motivation on work ethics?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
77
Appendix 2: Interview guide for the normal employees
1. What the company have been doing to meet your expectation? (i.e.
motivational strategies that are available)
2. As the employee what are your motivational need for you to maintain the work
ethics?
3. What should be done on improving the ethics of employees in the organization?
4. Is there any code of ethics in your Organization? Is it clearly understood?
5. What do you think are the root cause of the misconduct?
6. What is the essence of motivating employees in the organization?
7. Is there any motivational packages offered in your organization?
8. Are you satisfied/ dissatisfied with the packages offered? If satisfied/
dissatisfied what satisfied/ dissatisfied most?
9. How satisfaction/ dissatisfaction affect the employee’s morale, performance
and ethics?
10. Which approach is being used to initiate the motivation strategies in your
Organization?
78
Work plan
Estimated budget
Item Amount 1 Stationeries 150,000 2 Pilot study 300,000 3 Questionnaires production 100,000 4 Data collection 600,000 5 Research Assistant 450,000 6 Transport 200,000 7 Communication 100,000 8 Total 1,900,000 9 Miscellaneous (10% of total ) 190,000
10 Grand Total 2,090,000
SCHEDULE OF ACTIVITIES
March – April May – June
ACTIVITY
Research proposal
Literature review
Pilot study and Data collection
Data coding and processing
Data analysis and interpretation
Draft report writing
Final report writing and Submission