Motivation Practices and Performance of Managerial Staff in Vihiga County Government, Kenya

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dc.contributor.advisorChrispen Maendeen_US
dc.contributor.authorMurila, Mutsotso Hudson
dc.date.accessioned2022-04-25T09:39:56Z
dc.date.available2022-04-25T09:39:56Z
dc.date.issued2021
dc.descriptionResearch Project Presented to the School of Business in Partial Fulfilment of the Requirement for the Award of the Degree of Master of Business Administration (Human Resource Management Option) Kenyatta University, October 2021en_US
dc.description.abstractPerformance remains a key concern for many organizations and is undergoing major reforms. Motivation causes employees to put more effort in providing excellent service. County Governments face several challenges in the process of devolution. The acquisition and retention of competent employees, disputes over employee compensation, and regular labour disputes pose challenges for the Vihiga County. Additionally, lack of experience, lack of teamwork, lack of accountability in terms of time spent at work affected Managers’ performance hence poor customer service therefore affecting quality of work. Therefore, the main objective of the research was to explore the impact of motivation practices on performance of Managerial Staff in Vihiga County Government, Kenya. Mainly, the research analysed the effects of recognition, reward and compensation, and job enrichment, on the performance of managerial staff in Vihiga County Government. The research was guided by Resource Based-View theory, Abraham Maslow’s-Hierarchy of Needs theory, Expectancy Theory, Motivational theory and Herzberg two factor Theory. The research utilized a descriptive survey. The study targeted 311 managers on Job Group L to T. Stratified random sampling was utilized to choose 93 participants from targeted people to answer to the main study instrument (questionnaire). Eighty, (80) surveys were answered and returned hence a response rate of 86%. Experts from the University helped determine the content validity. However, 10% of targeted managers participated in a pilot study where a Cronbach Alpha of 0.799 was established. This indicated that the study instrument was reliable. The investigation collated both data of primary and secondary nature. The collection of primary data employed closed and open-ended items of the questionnaire, administered by means of drop-and-pick later method. Secondary information, on the other hand, gathered from journals, County Government of Vihiga annual reports, case records, periodicals, books, and workshop proceedings and utilized to validate the primary data. Descriptive statistics provided summary measures of the gathered data was presented by means of frequency tables, standard deviation, mean, percentages and coefficient of variety. Inferential statistics were directed utilizing multiple regression analysis and were applied to make conclusions. Presentation was conceivable using frequency tables. Qualitative data were analyzed employing thematic analysis and illustrated in text arrangement. The study findings established that recognition, reward and compensation and job enrichment were found to positively affect performance of managerial staff. Therefore, management of Vihiga County Government can use these findings to come up with policies that promote activities and practices that raise managers’ morale for greater performance.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/23669
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.subjectMotivation Practicesen_US
dc.subjectPerformanceen_US
dc.subjectManagerial Staffen_US
dc.subjectVihiga County Governmenten_US
dc.subjectKenyaen_US
dc.titleMotivation Practices and Performance of Managerial Staff in Vihiga County Government, Kenyaen_US
dc.typeThesisen_US
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