Assessing the Relationship Between Employee Motivation and Productivity in Rwanda’s Nyagatare District

Nimusima, Pereez; Tumwine, James Francis

doi:10.1007/978-981-10-4536-3_13

Cited by 4 publications

(2 citation statements)

References 2 publications

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“…Furthermore, motivated employees will be better prepared to do the job they are given. In other words, the higher the motivation they have, the higher the productivity they will generate (Nimusima & Tumwine, 2017). For the managers of the internally motivated co-operatives, they will act on their own to better manage their work especially in their organizational activities (Antonios, 2014).…”

Section: Discussionmentioning

confidence: 99%

Motivation Role of the Operational Manager's Opportunities to School Business Performance

Ewang¹,

Rustam²

2020

IJARBSS

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The school cooperative movement in Malaysia has shown an increasing trend in the annual income, but there are still school cooperatives that have failed to achieve the proper performance. The purpose of this study is to determine the influence of the motivation of the cooperative manager's work on the success of the school cooperative business. The business success factors in this study are based on McKinsey 7S Model and Marketing Theory. Quantitative approaches with non-experimental designs were used in this study. The sample selection was conducted on a stratified random sample (layared) involving 211 Co-operative Board Members from school teachers from all over Sabah. The instrument used was a modified questionnaire from several previous researchers related to the factors of school cooperative success. Data were analyzed using descriptive and inference analysis. Descriptive analysis described respondents' backgrounds and school cooperative backgrounds, while inference statistics were analyzed using the Structural Equation Model (SEM), which described the effect of all the independent variables on the dependent variables. The findings show that work motivation factors have a significant relationship with the success of the school cooperative business. The findings of the study show that work motivation factors have an impact on cooperative performance. The implications of this study indicate that motivational factors of managerial work affect the performance of school cooperative business in Malaysia.

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Section: Discussionmentioning

confidence: 99%

Motivation Role of the Operational Manager's Opportunities to School Business Performance

Ewang¹,

Rustam²

2020

IJARBSS

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“…Creating a workplace environment that nurtures employees, celebrates their achievements, and supports their professional and personal development, can boost job satisfaction. When employees feel valued and see a clear path for career growth within the organization, they are more likely to stay, leading to lower turnover rates (Nimusima & Tumwine, 2017).…”

Section: Introductionmentioning

confidence: 99%

Career Development and Employee Performance in Public Institutions in Rwanda: Case of Rwanda Housing Authority

2023

JHRL

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This research looked at career development system through the lenses of personal growth, advancement and challenging responsibilities against Quality of services, Task's completion, Team work, Dependability and reliability and Creativity of employee performance in Rwanda's public institutions, with the Rwanda Housing Authority (RHA) case study. It was grounded on the Hertzberg and Vroom Expectancy Theories of career development. The study adopted a mixed design, combining a descriptive quantitative and a phenomenology qualitative design. The target population consisted of 108 respondents from whom 85 were statistically drawn using Yamane 1967 formula. The study found that majority of respondents believe RHA offers significant career growth opportunities and maintains an active career planning policy. The average response score of 4.45 suggests that respondents generally believe that career development efforts at RHA effectively influence employee performance. The regression analysis further quantifies this relationship, demonstrating that career development accounts for 42% of the variation in employee performance, reinforcing the crucial role that such initiatives play. The analysis of variance (ANOVA) corroborates this strong correlation, exhibiting statistical significance that points to career development as a substantial influencer of performance. In terms of specific impact, the coefficient of career development, 0.588, indicates that for every unit increase in career development, there is a near 0.6 unit increase in staff performance. The study recommends it is crucial to significantly invest in and emphasize career development initiatives, considering their key role in enhancing employee performance. These initiatives should include personalized career development plans, mentorship programs, and regular training sessions for all employees. Regular performance reviews and feedback sessions can help identify areas of improvement and direct career development efforts. Furthermore, all employees, regardless of their roles, should have equal access to these career development opportunities, promoting a sense of fairness and building a skilled workforce. It's also important to view career development as a central aspect of strategies aimed at employee retention, given its positive impact on performance and job satisfaction. Lastly, organizations should continually evaluate the effectiveness of career development initiatives, making adjustments as necessary to ensure their impact on performance improvement is maximized.

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Evaluating Employee Motivation and Productivity in Bangladesh During the Post-pandemic Era

Asikullah,

Chakma,

Hossain

et al. 2024

Management and Labour Studies

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In Bangladesh, improving the productivity of ready-made garment (RMG) factory workers has always been an uphill task, and this has assumed greater proportions after the COVID-19 pandemic. The present study explores the effect of welfare facilities and human resource management practices on the motivation and productivity of RMG workers during the pandemic. On the basis of an advanced statistical analysis, the study accepted all hypotheses proposed to highlight the significant impact of human resource management practices and welfare facilities on the motivation and productivity of workers. Both of these factors showed an association with employee productivity through employee motivation, which proved to be a partial mediator. Moreover, the authenticity of the study was supported by the confirmatory factor analysis (CFA) and the structural equation model (SEM), which were represented based on model fit exponents, composite reliability, convergent validity and discriminant validity. The study helps develop an understanding of theoretical and managerial implications, which can assist RMG factory owners, managers, stakeholders and policymakers to motivate workers and improve their productivity.

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Assessing the Relationship Between Employee Motivation and Productivity in Rwanda’s Nyagatare District

Cited by 4 publications

References 2 publications

Motivation Role of the Operational Manager's Opportunities to School Business Performance

Motivation Role of the Operational Manager's Opportunities to School Business Performance

Career Development and Employee Performance in Public Institutions in Rwanda: Case of Rwanda Housing Authority

Evaluating Employee Motivation and Productivity in Bangladesh During the Post-pandemic Era

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