Impact of motivation on service provision by Telkom Kenya employees in Kisii
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The purpose of the study was to investigate the impact of motivation on the quality of service provision by Telkom Kenya employees in Kisii. The study was stimulated by the fact that a year after the expiry of Telkom Kenya's five year exclusivity period, the fixed line telephone operator was yet to improve its services. The exclusivity period that was granted by the government in 1999, and which ended in June 2004, was to enable the company discharge telecommunication obligations. However, at the lapse of the period, the intended goals of infrastructure development and service delivery to all parts of the country had not been achieved and it also failed to meet the rollout targets tied to the exclusivity period. The study therefore investigated the impact of motivation on the quality of service provision by Telkom Kenya employees and identified the success or shortcomings of these factors in influencing service provision in the company and made appropriate recommendation or suggestions on how to apply motivation techniques effectively in order to achieve the company's objectives. The research investigated whether the level of motivation among Telkom Kenya employees determined the quality of service provided and whether the success of motivation as a management tool depended on how it was applied by the management. The study was a survey using structured questionnaire as a data collection tool. Descriptive statistics was used to analyze the data. The findings would help managers involved in the management of human resources in Telkom Kenya in general and Nyanza south in particular. The study found out that the company does not recognize or reward performance of the employees. While it offers training to enhance performance the same was not rewarded in form of promotion or commendation. It was generally observed that the company handled motivation techniques poorly. This was further reinforced by the fact that performance was neither recognized nor rewarded. Job security existed in the company as exhibited by majority of the staff who had worked for between ten and thirty years. Majority of the employees were found to be form four leavers and below therefore putting into doubt their competency to provide quality service in the fast changing environment of information technology. The researcher therefore recommended that the company should have a paradigm shift in its promotion policies by placing value on the human capital, organizational culture and professionalism in an endeavor to create and nurture value of these critical assets. The management should equally prepare a comprehensive scheme of service such that on completion of training, employees would know the grade to be promoted into as per the scheme of service. Since a reward system was so critical to employee performance and organizational success in any company the researcher recommends further research as to why reward system used by the Telkom Kenya has failed to achieve the desired results.