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The effects of motivation and job satisfaction on employee performance in Mamfe council

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This study aimed to investigate the impact of motivation and job satisfaction on employees’ performance. Specifically, the study looks at the relationship between promotion and employee performance; the relationship between training and development and employees’ performance and the relationship between working environment and employees’ performance. The research design was quantitative where structured questionnaires were used for the collection of data.

Chi-square was used to test hypotheses and descriptive statistics were used to analyze data and tables were used to present the results.  A pre-coded closed-ended questionnaire using 5 points Likert Scale was administered to the target population; only employees of Mamfe Council participated in this study.

The result of this study shows that employee motivation and satisfaction have a significant effect on employee performance. it was also seen that base on the analysis of the statistical data, the administration of the council has a higher influence in decision-making at the Mamfe Council. The researcher recommends that the council should develop a performance standard for employees to measure employee performance. Poor service delivery results in a loss of trust in the council.  The council should therefore make sure of monitoring the service provided to the population.


1.1 Background to the Study

In general, there are several problems that most firms, organisations, and their managers must overcome. One of these difficulties is in the domain of management, which is the effective and efficient use of resources to accomplish the aims and objectives of an organisation. These managerial issues are evident in several employee-related areas, including compensation, hiring, performance management, career development, training, health and safety, benefits, and administration, among others. The most important resource among other production variables is the human resource, and the difference between one organisation and another is determined by its level of human capital (Maimuna & Rashad, 2013:22). To increase productivity, it is crucial for businesses to be able to recruit and retain productive workers if they want to thrive and remain relevant and competitive (Sunia, 2014: 12). The focus of this study, however, is on the motivational side and how employee motivation affects organisational productivity.

According to Hellriegel (1996:66), motivation can be any factor that promotes, maintains, or directs individuals’ goal-directed behaviour. It alludes to the motivation that prompts someone to act in a particular manner. An individual’s behaviour is determined by an underlying desire. The majority of businesses want to increase productivity, therefore motivating factors are important for raising employee job satisfaction levels. This will help raise an organization’s productivity levels in turn.

Employees are an essential component of any corporation because they make up its workforce. According to Aluko (2014:11), a company is only as good as the people that work there. This means that when employees are motivated, there is a good likelihood that their morale will also be strong. As a result, performance and productivity levels will rise, in turn substantially raising organisational performance levels overall. Managers must always look for strategies to keep their staff members engaged to attain high levels of productivity and hence increase organisational performance or productivity. This is because low employee motivation results in decreased productivity, which is detrimental to organisational success and continuous performance.

Employee productivity is the amount of effort made by a company’s personnel to achieve its goals and objectives, according to Jennifer and George (2006:23). A staff can be motivated in a variety of ways to increase organisational productivity. According to George and Jones (2012:2), internal and extrinsic motivation can be divided into two categories. In contrast to the necessity or desire for an external incentive, intrinsic motivation results from an employee’s desire to complete work in their own best interests. When an employee is forced to operate in a certain way, either out of a desire for external benefits or to avoid punishment, that employee is motivated by external factors.

The effectiveness and efficiency levels of an employee are also increased by extrinsic motivation. This is because certain outside elements, such as proper pay, a pleasant working environment, and opportunities for professional growth, are important in motivating employees to creatively and successfully carry out their jobs. An organisation runs the risk of having a demotivated workforce if it does not offer a pleasant working environment, fairly compensate its employees, and opportunities for suitable training and career progression. This indicates that a demoralised staff would perform their jobs less effectively and efficiently, resulting in poor levels of performance and production (Nwachukwu, 2004:1). The purpose of this study is to demonstrate how motivation affects organisational productivity.

1.2 Statement of the Problem

Given the socioeconomic and universal interactions, staff productivity has grown to a level that most firms can manage. High productivity is everyone’s goal, but not all businesses can take advantage of this possibility. Consequently, a challenge for many firms today is staff productivity (Atambo, 2013). Because it has been demonstrated to result in high productivity toward attaining the organisational goals or purpose of a corporation, the concept of motivation cannot be undervalued. Some businesses make an effort to provide their staff salaries or wages that serve as both money and incentives for them to perform their duties. Unfortunately, due to an endless hunger for items that will not satisfy human wants, the complexity of man most frequently does not lead to the desired outcomes.

However, pleasure is a relative concept to humans, so even though Mr A and Mr B may exhibit similarities in their socio-cultural make-up, one thing may satisfy Mr A and another may not. As a result, motivation is now more strongly based on intrinsic reward than on extrinsic reward (Maslow, 1954). The extrinsic motive is the study’s main focus.

The National Port Authority’s capacity to produce results above target has decreased from 85 per cent to 75 per cent, according to a primary investigation the researcher conducted while serving an internship with the loan department. This observation was made from records of the 2017 financial year report for the National Port Authority. Additionally, staff timeliness and dedication to duty decreased from 60% to 50%. (National port authority achieves, 2017).

These are all individual measures of worker productivity. As a result, the organization’s production will likely decline. Because of this, the organisation is not productive.

It is significant to highlight that there are numerous ways for a business to enhance employee performance; however, for the sake of this study, the researcher will want to carefully examine the usage of motivation as a tool to increase this productivity. This is because, during the first search for this study, the researcher noticed the absence of fringe benefits, allowances, bonuses, and many other tools of motivation.

1.3 Research Questions.
The main question of this study is what impact does motivation and job satisfaction has on employees’ performance in the Mamfe council?
• What is the relationship between promotion and employee Performance?
• What is the relationship between training and development and employee performance?
• What is the relationship between the working environment and employee performance?
1.4 Objectives of the Study
The primary objective of this study is to investigate the impact of motivation and job satisfaction on employees’ performance.
The specific objectives are:
1. To identify the relationship between promotion and employee performance
2. To examine the relationship between training and development and employees’ performance
3. To evaluate the relationship between the working environment and employees’ performance



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