Analysis of Findings
The analysis of the questionnaires revealed that 80 % of the respondents enjoyed working at the Ministry but only 6 % felt motivated to perform their duties. This disparity indicated a negative attitude towards work. Over 50 % of the respondents were working in their current post for over 10 years which implied that they were very familiar with the culture of the organisation. However, majority of the respondents (70 %) did not know the Ministry’s mission statement. This showed a weakness on Management part.
45 % of the respondents reported being dissatisfied with their current salary and expressed an increase. Despite this demand, 92 % of the of the respondents revealed that salary increments did not act as a motivator and 82 % revealed that they were more motivated by non-financial incentives. Applying Maslow’s theory, staff at the lower end of the salary scale specifically the general workers were concerned about their physiological needs being met. They vented the inability to cover basic expenses since they received less salary as a result of increase in deduction of taxes, the high cost associated with living and receiving inconsistent payments of salary at the end of their working period. In agreement with Herzberg, this desire for some workers to have an increase in salary implied that this hygiene factor was not adequately satisfied and prevented motivation from occurring.
The researcher agrees with the application of Maslow’s theory to the extent that once these lower level needs remain unmet, work decisions were affected by salary. This becomes of great significance for management because these factors help contributed to the low staff morale in the organisation as indicated by the 85 % of the respondents who reported not feeling motivated to perform their duties. However, as Herzberg argued, although salary was a contributing factor that lead to dissatisfaction in the work place, eliminating the issues with the factor may please people but not necessarily improve performance.
Observations at the work place and analysis of the questionnaires also revealed that management had adapted to some of the changing needs of the staff and implemented programs. The introduction of the wellness and fitness program were one of the things mentioned that satisfied staff the most about their jobs. It is evident here, that the Ministry had catered to the social needs of the staff to make them feel valued and accepted in the organisation. This motivational tool contributed to employee engagement and foster social connections satisfactory to 10 % of the respondents. Also, 52 % of the respondents enjoyed working with their peers and 58 % were satisfied with the physical working conditions. The researcher therefore concludes these baseline factors, working conditions and interpersonal relations have been satisfied and created the foundation to foster motivation. This perception is in accordance with Herzberg theory.
Despite these efforts on management part, training ranked high among the reasons that respondents were dissatisfied with their jobs with 48 % of respondents expressing a level of insecurity and 72 % not given the opportunity to attend training courses. In addition, majority of the respondents, 85 % were appointed and 30 % of those were acting in higher job post. This should have created a level of job security for the Ministry but respondents indicated uncertainty. This caused the researcher to conclude that other influences (political, environmental or labour changes) affected the staff’s perception. When asked what would make their jobs more satisfying, 33 % expressed training and career growth.
The intrinsic motivator, recognition was also poorly expressed and did not satisfy the psychological need of 77 % of the respondents. These critical factors were necessary for the efficiency of work and should be of concern to management as it contributed to the hindrance of motivation. If left unattended, it could affect good performance and cripple the Ministry.
The irregular utilisation of the performance appraisal system contributed to low morale of the respondents. This is evident by the 25 % who expressed that performance appraisals were not often done and 33 % revealed a negative view that it was time consuming.
The researcher recognises that only some of the findings were in alignment with the research theories because some needs like social needs were met while the lower level needs such as job security remained unmet. This contradicted Maslow’s theory and highlights that people have several needs to be met at the same time and not always in the hierarchical order that Maslow describe. Some motivational tools were present at the Ministry but rarely used such as the performance appraisal and not sufficient to motivate the esteem and self- actualisation needs of all staff.