The Impact of Employee Motivation on Operational Performance in Ghana

This report examines the impact of employee motivation on operational performance within the Ghanaian large-scale textile manufacturing industry. The study analyzes the influence of demographic characteristics, including age, gender, education, and marital status, on employee motivation and its subsequent effect on operational performance. It explores both intrinsic and extrinsic motivation factors, such as appreciation, rewards, and incentives, and their correlation with operational quality, flexibility, and delivery performance. The research employs Herzberg’s Two-Factor Theory to derive feasibility and reliability of the framed hypothesis. The findings indicate a positive correlation between employee motivation and operational performance, highlighting the importance of creating a supportive work environment and implementing motivational programs to enhance employee engagement and productivity within the textile industry. The report also discusses the impact of working years on motivation, emphasizing that experienced employees demonstrate higher commitment and contribute more to organizational growth. Furthermore, it evaluates the influence of both intrinsic and extrinsic motivation on operational performance, with a focus on how these factors drive employees to meet deadlines, accept challenges, and contribute to the overall success of the company.

THE IMPACT OF EMPLOYEE MOTIVATION
ON EMPLOYEES’ OPERATIONAL
PERFORMANCE IN THE GHANAIAN
LARGE-SCALE TEXTILE
MANUFACTURING INDUSTRY

TABLE OF CONTENTS
CHAPTER: DISCUSSION.............................................................................................................3
Impact of demographic characteristics on motivation of employees operational performance. .3
Description analysis of operational performance........................................................................5
Correlation analysis.....................................................................................................................5
Positive impact of employee motivation on operational performance........................................6
Employees motivation has a positive impact on operational quality performance.....................7
Employees Motivation has positive impact on employees operational flexibility performance
.....................................................................................................................................................9
Employees motivation has positive impact on employees operational delivery performance.. 10
Intrinsic motivation has positive impact on employees operational performance...................12
The extrinsic motivation has a positive impact on operational flexibility performance of
employee....................................................................................................................................18
Extrinsic motivation has a positive impact on operational delivery performance of employees
...................................................................................................................................................19
REFERENCES..............................................................................................................................22

CHAPTER: DISCUSSION
The focus of chapter is to outline findings in formHerzberg’s Motivation Theory – Two
Factor Theory. 2018 of critical discussion to derive feasibility and reliability of framed
hypothesis from topic of research. Hypothesis of present study aim at proving positive impact of
employee motivation on operational performance whereas another hypothesis of study aims at
deriving positive impact of intrinsic and extrinsic motivation on operational performance of
employees.
Impact of demographic characteristics on motivation of employees operational performance
In accordance with analysis, it is identified that workforce is asset to organization and
therefore it is important for the companies to maintain employee motivation in order to enhance
performance (Asrar-ul-Haq and Kuchinke, 2016). Manufacturing industry requires employees to
be vigorous and work oriented as demand continuous efforts of workers. In manufacturing work,
age is the major factor of concern and therefore researcher collected data on age of research
participants which helps in critically evaluating motivation among workers and its impact on
operational performance.
The results of study denoted strong correlation between performance of workers and age
because the manufacturing work requires creative thinking, shaping of product, machining,
casting and joining. However, from the results it is identified that employment of textile industry
in Ghana is appropriate on the basis of demographic characteristics where the industry
employer’s majority people from age group between 30 and 39 and avoids recruitment of people
who just entered workforce and who are peak of their career (Hanaysha, 2016). This technique of
staffing in textile industry of Ghana is evident to involvement of energetic and experience
employees in manufacturing process which enhances operational performance. It can be said that
commitment of employee to organizational and its process is an essential aspect to manage
stability in organizational behaviour Sajilan et.al., (2015). The scholar articulated that gender
does not have any impact on organizational commitment. Further, characteristics of job have
impact on organizational commitment. Age is related to commitment like older employees in the
company are more committed with firm in comparison to younger employees and newcomers.
The scholar also outlined information on education level of people and its impact on
operational performance of employees. In accordance with results, it is identified that knowledge
of people in organization is directly related to motivation and performance. For example,
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educated employee understands the importance and need of innovation, time management,
logical working, etc. These are the characteristics of educated workers which enhance
performance which ultimately leads to extrinsic and intrinsic motivation Al-Jammal et.al. (2015).
Intrinsic motivation of employees refers to individual behaviour which is driven by internal
rewards like appreciation, safety, security, etc. On the other hand, extrinsic motivation is referred
to external rewards to employees like, grades, praise, money, etc. In accordance with this it can
be said that knowledge of employees is the key to different types of motivation and way the
person grabs opportunity. For example, if in case employees works on odd hours then that helps
in managing external motivation whereas meeting basic work environment needs of employees
reflects efforts of company to keep workforce motivated. Majority of employees in research were
degree holders which represented that education is key element of motivation and peSajilan, S.
et.al., (2015)rformance in textile industry of Ghana.
Further, the research focused on outlining marital status of employees and impact on
motivation and operational performance of industry. In accordance with the result, it is identified
that married employees in the organization are more satisfied with the job. It is outlined that
marital status is demographic factor which influences commitment. Also, married employees are
more committed to job in comparison to single because the individuals need stable job as they
have responsibility towards families and therefore seeks for economic safety (Marin-Garcia and
Bonavia, T., 2015). In accordance with the discussion it can be said that hypothesis that is
employee’s motivation has a positive impact on operational performance is true. This is evident
to level of educated employees within organization and by committed and stable workforce
within company.
Apart from this, results accumulated by researcher presented information on impact of
number of working years of employees with organization and its influence on motivation. As per
the evaluation of the of employees on years worked with organization it can be articulated that
motivation of employee working from 11 years and above is major in comparison to other
employees. It can be said that employee who have worked for fewer years lacks understanding
over the growth level of business sand therefore are only focused on working as per job role.
However, workers who have worked within industry from years understands the level of growth
and dynamics of business environment and therefore are motivated to incorporate best of their
efforts which ultimately enhance organizational performance.
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Description analysis of operational performance
As per the data analysis it has been identified that both intrinsic and extrinsic motivation
affect the performance of the company or organization. It can be analysed that motivation play
important role in production activity. The facts indicate that intrinsic motivation make neutral
impact on the usage of additional material aside from the material assigned by the company to
meet the target. The mean of the data is 3.04 at the range of 3 which clearly indicate that on the
usage of additional material intrinsic motivation is neutral (Kanyurhi and et.al., 2016). Most of
the employees think that its company job to provide the material for achieving the target rather
than to participate in the process and acquire additional material to accomplish the target.
As per the figure and facts intrinsic motivation encourage the employees to meet the
settled target deadline and achieve the unexpected jobs. The data present the 3.82 mean at the
range of 5 with the 1.04 standard deviation. It indicates that most of the employees are work
oriented and the intrinsic motivation such as their self-interest, enjoyment, grade, gold star etc.
motivate them to achieve the target within the given deadline with greater efficiency and
effectiveness (Saunila, 2016). It forces the employees to perform their activities and task for the
benefits and growth of company.
According the given data set most of the employees agreed that extrinsic motivation play
an important role to accomplish the aim and objectives of the company. The data present 3.62
mean at the range of 4 which indicate that higher number of employees thought that extrinsic
motivation encourage them to accept different and challenging target. It can be identified that
extrinsic motivation such as rewards, incentives, bonus, promotion and appraisal influence the
employees to adapt the task or target and give their 100% to achieve the target. The extrinsic
motivation create a target or standard for the employees that if they are able to achieve the target
than they get different rewards and incentives. It also motivates them to accept the challenging
task to accomplish the standard.
Correlation analysis
As per the given data in data analysis part it can be identified that the correlation in
motivation mean is moderate. Correlation is used to identify the relation between two variables.
It indicates that motivation helps to improve the performance of the employees by providing
them various advantage. Intrinsic motivation motivate the employees to develop their interest in
the job and task assigned to them while extrinsic motivation provide various rewards and
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benefits to the employee’s such as incentives, appraisal, promotion, etc. The correlation between
the Motivation mean and operational mean is moderate correlation which indicate that
motivation influence the employees to take participation in the organizational activities and
motivate them to give their best in the organization to accomplish the goal and objectives.
According to the given facts and figure the correlation between the intrinsic mean and
operational mean is 0.19 which indicate low correlation between them. It represents that the
impact of intrinsic motivation on operational function of company is very low. The intrinsic
motivation does not affect the performance of the company because of the various reason
(Hanaysha, 2016). Sometimes company does not provide as much freedom to their employees
what they expect to the company to take their individual decision and participate in the company
performance and decision-making process. It reduces the moral of the company and affect the
operational function because of the less participation.
As per the given data in data analysis part it can be identified that the correlation between
the extrinsic mean and operational mean is low. In compare to the intrinsic correlation it can be
analysed that extrinsic motivation make impact on the operational function of business
organization. Extrinsic motivation such as rewards, incentives, appraisal and promotion motivate
the employees to participate in the company operational function. But the same time the reward
provided by the company is very low in terms of money or also take time to promote the
employee at their desire level. It results to low correlation between the extrinsic mean and
operational mean i.e. 0.23. The low correlation is also because employees feels unvalued in
organization. They feel that their performance and work did not value by the top management so,
they refuse to take initiative. It results to reduce the productivity and profitability of company.
Positive impact of employee motivation on operational performance
Correlation coefficient indicates the relation between the dependent and independent
variable. As per the given data it can be identified that employees are the dependent variable and
motivation is independent variable. The change in motivation affect the operational performance
of the employees. For example if company conduct motivational program, provide reward,
incentives etc. to the employees than the performance of employees is increase which directly
affect the operational performance of company. Employee’s motivation make positive impact on
the operational performance of the company. As per the given facts the change in motivation
result to 0.53% change in operational performance.
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So, the company has to conduct various motivational program in their business premises
such as motivational speech, activities, games etc. It helps to motivate the employees to perform
better in the company. They can also provide the monetary and non monetary incentives to their
employees. In monetary incentives company has to provide bonus, incentives and monetary
rewards. In non monetary incentives they can give their employees free dinner plan, movie
tickets, family tour plan etc. It helps to motivate the employees and create positive image in the
mind of employees. Positive motivation influence the employees to improve their skills and
knowledge to perform multiple and difficult task (Kanyurhi and et.al., 2016). It also helps the
employee’s to take the initiative in the work environment.
To motivate the employees and improve the operational performance company have to
create career path and introduce this path to the employee’s, so they can also aware about it. The
career path indicates the various growth option to the employees which motivate them to work
better in business organization to achieve the higher position. The friendly work environment
also motivate the employees to improve the operational performance. Friendly environment
reduces the stress and create cooperative environment to produce innovative and creative idea. It
provides opportunity to the employees to participate in decision-making process.
Employees motivation has a positive impact on operational quality performance
As per the give data and information in data analysis part it can be identified that
employees motivation and employees quality performance has moderate correlation between
them. It indicates that the increase in motivation result to increase in the operational quality
performance and the decrease in motivation would result to decrease in the operational quality
performance. The fact present that correlation between the variables is 0.435 which indicate
moderate correlation between the variables (Sajilan, Hadi and Tehseen, 2015). It can be
identified that motivation of employees helps to improve the quality of operational performance.
According to the data analysis part the p value is below to the .05 which indicate there is
significance difference between the motivation and quality operational performance. Both
intrinsic and extrinsic motivation help the employees to improve operational quality which
ultimately contributes in increasing profit of the company.
It has been analysed from the interview that the human resource director perceives that it is
through training employees feel motivated to work effect of which can be analysed on their
performance at workplace. By analysing the response of the human resource director in an
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organisation it has been found that the support provided by the company enables employees
to feel motivated and helps them in concentrating on their performance that lead to
improvement in the quality of work performed by them. The other fact which has been
discovered from the information collected during the interview with HR director is that an
organisation train their workers on the basis of their requirements
(Beltrán-Martín and Bou-Llusar, 2018). When the training needs of employees are fulfilled they
feel motivated influence of which can be analysed on their performance. It has also been
analysed that firm due to financial issues has not been able to fulfil all, training
requirements by employees. But through the investigation it has been found that it is the
true fact that management in an enterprise train lot of workers during a year and has
successfully fulfilled the training as well as development requirements by workers.
In addition to this, by analysing the response provided by employees that management is
an organisation is much more concerned about achievement of goal rather than safety as well as
welfare of employees, this factors has significant influence on the quality of performance by
employees. Employees have also stated that if the management dies not concentrate on their
safety as well as security needs it leads to the high level of dissatisfaction and demotivation in
them that further have adverse effect on the quality of their performance at workplace.
The fact which has been analysed from the information collected is that presently
management in an enterprise has adopted the appraisal system for measuring the performance
of employees. It has also been analysed from the information gathered is that management in
an organisation measure performance of workers on regular basis.
It has been analysed from the information gathered through interview that, employees need
resources to work and for most of the jobs for instance the production site, the resources are
available Chahal et.al, (2018)
. The raw materials and the knowledge they need are available through training which helps them
in feeling motivated that further has positive influence on the quality of performance.
The other fact which has been discovered is that reward system has been developed by
the management in an enterprise for positively influencing employees to improve their
performance at workplace.
During the interview, when question Does the company have a documented hr policy set
aside to look at employee motivation and how it impacts on the day to day performance and how
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employees’ performance impact on the company's performance as well? Has been asked. It has
been found by analysing the response provided by the manager that management in an
enterprise has form an agreement with the union and the all the problems faced by employees
are being discussed including issues related to motivation which could have significant effect on
quality operational performance of workers.
From the above discussion , it has been found that employees motivation has positive
impact on operational quality performance.
Employees Motivation has positive impact on employees operational flexibility performance
` Here, discussion is related to correlation between employees motivation as well as
operational flexibility performance. After analysing the information gathered through interview
process , it has been found that there is positive relationship between employee motivation and
employees’ operational flexibility performance, an increase in one variable will cause an
increase in the other and vice versa, hence evident of a parallel relationship. The fact present
that correlation between the variables is 0.361 which indicate low correlation between the
variables. According to the data analysis P value is =.000 which represent the great difference
between employees motivation and employees operational flexibility performance . Both inter
sic as well as extrinsic motivational factors influences workers to improve their operational
flexibility performance at work place.
The fact is supported by the information collected during the interview procedure. By
analyzing the responses provided by the different departmental head , it has been found that
there are few managers who stated that all employees in their respective functional unit are
highly satisfied with the environment in the department Choi et.al., (2018)
Those managers have given such answers as they believe that workers in their department are
performing well as they are highly satisfied with the working environment. In addition to
this, managers have also shared information that special policies as well as procedures has
been implemented for supporting as well as motivating employees to improve their
operational flexibility performance at workplace. In addition to this, manager has also
shared the information that company is providing the various facilities such as
, job security, free transport, free medical care and a fair yearly appraisal and free lunch etc.
These facilities or benefits are being provided to workers so that they could feel motivate and
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improve their operational flexibility performance at workplace. Through the data analysis it has
also been found that incentive schemes has been also introduced by management in an
organisation for positively influencing people to enhance their operational efficiency
performance. In addition to this, during the investigation , it has been found that at the end of
the month if it is assessed and an employee exceeds the target, he/she is rewarded based on the
machine.
Employees motivation has positive impact on employees operational delivery performance.
In context of impact of motivation on employees operational delivery performance,
correlation represents relationship between dependent as well as independent variable.
Increase or decrease in employee has significant influence on the delivery performance of
employees within an organisation. By analysing the outcome of the statistical analysis it has
been found that there is significant co-relationship between employees motivation as well as
delivery performance of workers. Through the statistical analysis it has been found that the
correlation coefficient is .198. The P value is equal to .005. the findings of the statistical
analysis represents that intrinsic motivation is positively correlated to employees’
operational performance, hence an evident of a parallel relationship Liu et.al., (2018). This
can be explained that despite, there is a very low correlation, an increase in intrinsic
motivation will cause an increase in employees’ operational performance and vice versa. It
has also been analyses that there iOmar, K. M. et.al., 2018s difference of 3.9 percent
according to the regression model. There are few managers in an organization those who
perceives that increase in intrinsic motivation, employees’ operational performance is
expected to increase by an average of .180.
During the investigation it has been found that there are many employees who are
completely dissatisfied with their delivery performance. Those workers have also complaint that
there are basically two issues these are global shortage of resources as well as transition issue
which has significant as well as adverse effect on their delivery performance at workplace. Due
to lack of availability of resources on time, employees feel demotivated effect of which can be
analysed on their delivery performance at workplace (Herzberg’s Motivation Theory – Two
Factor Theory, 2018). Employees made complaint that majority of time they do not get resources
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in time because of which they have to face problems in delivering the products or services to
customers. The other fact which has been discovered after analysing the information gathered
through interview is that there are few workers who have stated that raw materials and the
knowledge they need are available through training. Also, personnel are available in terms of
optimum. Through in depth analysis it has been found that low salary is the biggest issue which
has lead to the high level of dissatisfaction among employees and averse influence of which can
be analysed on their performance. During the investigation it has also been found that the
company is paying low salaries as well as wages to workers because financial problems.
The other fact which has been discovered is that management in an organisation conduct
the assessment in order to analyse the basic need of its employees. But the manager have also
stated that in context of front-line staff , management in an organisation perform the internal
audit in order to determine whether workers in specific department have certain skills such as
supervisory, customer service, an effective communication etc. that are required for delivering
quality services to customers. Managers have also stated that the assessment is performed by
them in order to analyse the training needs by employees. According to the response provided by
Human resource manager , after every one year they asked employees to fill the form and write
down the training requirement. It is the activity performed by management workers in an
organisation feel valued and motivated effect of which can be analysed on the quality of the
services being delivered by them to customers. Management in an enterprise can collect
feedback from the customers , as this tactics will assist them in analysing the training needs by
employees.
The other fact which has been discussed here is that management in an organisation has
introduced awards scheme for those employees who have worked for long time with the
company (Liu, Huang and Zhang, 2018). Manager in an organisation has reward those
workers fore their loyalty, it is the strategy implemented which has influenced other workers
to improve their quality of work and remain loyal towards organisation .It is the factor
which has significant effect on the customer service. The other fact which has been analysed
during the investigation is that management in an enterprise has implemented the reward
system for positively influencing people to improve the quality of work.
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Intrinsic motivation has positive impact on employees operational performance.
Correlation coefficient represents that there is relationship between dependent as well as
independent variable. Here, intrinsic motivation is independent variables whereas employees
are dependent variables. The change in theOmar, K. M. et.al., 2018 intrinsic motivation has
significant influence on motivational level of workers. For instance, it has been analysed from
the information gathered through interview procedure that according to the information provided
by Human resource manager salaries or wages provided to workers are not adequate.
Management has also provided response that employees are in the organisation as textile
employees, they compare themselves to other employees in other organisation such as
UNILEVER, but they have no idea what goes on in that Organisation which leads to
demotivation in workers effect of which could be analysed on operational performance of
workers.
Through statistical analysis it has been found that there si the significant correlation that
is .000 between intrinsic motivation as well as operational delivery performance of workers. The
other fact which has been discovered is that positive coefficient value is .198 According to the
result of the statistical analysis represents that employees intrinsic motivation have positiver
effect on the operational performance of workers. In simple words, an increase in intrinsic
motivation will cause an increase in employees’ operational performance and vice versa. It has
been analyzed from the information gathered through interview procedure that employees are
getting the enough support from their supervisors as well as management which enabled them to
feel motivated and dedicated towards their work, the influence of this factors can be analyzed on
the operational performance of workers. In addition to this, the other fact which has been
discovered is that employees are allocated work according to their skills as well as interest
which motivates them Omar et.al., (2018). During the investigation it has also been found that
managers monitor the performance of employees on daily or weekly basis and throughout the
procedure supervisors provides continuous feedback to employees and encourage them to
remain committed to their work. Through the information gathered it has been analyses that the
finance manager in an enterprise perceives that the intrinsic motivation is highly influenced by
the relationship factors. In simple words. In simple word, the statement means that it is the
emotional bond of an individual with organization which motivates them to work for benefit of
company and give their best performance at workplace.
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Intrinsic motivation had low positive impact on employees operational flexibility
performances
As from the given data, the results are interpreted on the bases of determining the low
positive impact of intrinsic motivation at the time of attaining work. Thus, intrinsic motivation
resulting in getting self motivation in achieving any task or activity within the set time. In respect
of improving the performances of employees in organisation. They mainly prefer the intrinsic
motivation techniques to enhances their capability and skills in business. The facts arises in
respect of examining the correlation results which present that the variable is .104 which reflects
the low coefficient results. This indicates that employees are not self motivated and thus, it
reflects the productivity in the organisation.
The debate response which is incurred by the Human resource director is regarding intrinsic
motivation is stipulated that the motivation is given on the bases of providing training. Thus,
it is analysed that personal satisfaction is not fulfilled and also not adequate time is given on
single person Ibrahim et.al., (2018). This reflect the working of the employees as they had to
self motivated them and also to commit task individually. Employees feel distracted if they
are not rewarded with their better performance and their performances is judged by their
capability. In this aspects, Human resources directors feels that intrinsic motivation is not
enough to get higher productivity and also it reflect the performances of the employee if they
are not self motivated to commit any activity.
The results are also analysed on the bases of interpreting the results given by Finance and
Salaries Directors as in respective of giving bonus if employees committed overtime work. This
helps them to develop self motivation but it can be only be initiated if they are capable to handle
the work individually. The low correlation arises in respect of not getting chance to employees
to commit extra work in organisation. As organisation give priority to employees if they are
capable to handle the task individually and also not require any guidance of their superior. This
restrict employees to achieve more profits and stabilise their job profile in better way.
The judgement also analysed on the bases of energy directors as the low correlation arises in
respective of getting less training to employees to improve their performances on increasing
operational flexibility. Organisation provide training on group and thus employees are bound
to follow the decision which is imposed by management on employees. In such perspective
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the superior avoids the decision of the employees and thus it resulting in facing lack of self
motivation (Tuan, 2019). As they fell that their ideas and decision are not appreciated in
work premises. Employees are bound to develop such skills which they had least knowledge
and experience.
The another reviews is interpreted on the bases of Marketing Directors as superiors not
communicated directly with employees which not enhances their motivation towards achieving
better objectivity. As employees are self motivated if they get proper reviews from their
supervisors regarding the work committed. But the low correlation arises in respective of lack of
communication with employees which results in not having the intrinsic motivation.
Intrinsic motivation had low positive impact on employees operational delivery
performances
According to the data interpreted the outcome of results arises in respective of the facing
low positivity in respect of preferring the intrinsic motivation among employees in context of
operational delivery of performances. Intrinsic motivation arises in respect of self motivation of
employees so that they achieve the targets individually in respect of getting better rewards in
terms of increment in salary or providing extra benefits other than monetary terms. The
correlation results arises as .008 which reflects the low correlation between the intrinsic
motivation and employees operational delivery performances. Delivery performances mainly
reflected through providing the accurate services within the stipulated time. Thus, self motivation
is not appropriate regarding achieving the estimated targets to increase the productivity in
business.
As per the debate arises by Human resources Directors in respect of low correlation occurs in
intrinsic motivation as it arise due to not responding to their problems timely. As HR raises
their judgement in respect of not getting such grievances in context of resolving their
problems. As the management, supervisor and the team leaders, solve the problems on their
own hands De Spiegelaere et.al., (2018). The problems not reach to HR department regarding
facing any issues with any of the other employees in the work premises. Still the cases arises
if not getting the timely delivery of the services as the employees are not self motived to
accomplish the task with more dedication. They need support by supervisors and also HR
department had to provide proper services in relation to the work achieved.
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The analysis of the decision raised by Energy Directors is in respective of providing the
appropriate technology to the employees in respect of improving their performances. But than
low correlation arises in context of not appointing the trained person to handle such activity and
also give proper guidance regarding using the appropriate use of technology. In this the intrinsic
motivation arises to achieve task individually and use the technology for its own so that they can
develop learning Sajilan et.al., (2015). But due to risk factor, it distracts them to accomplish such
activity but on the same point through the risk, it bounds employees to communicate with their
supervisors regarding achieving the task. Thus, the major results of low correlation arises in
perspective of not getting appropriate use of technology which bring issue in grabbing new
things in life.
It is also analysed from the decision interpreted by Safety directors as low correlation
occurs in respective of not taking the employees ideas into consideration. As the results of
getting delay in services are resulting to not getting self motivation through the ideas which they
interpreted in respect of getting fast delivery of products and services. Through this factors it
results in affecting the interest of the employees as they are motivated if their ideas are
appreciated and also initiated to achieve targets within the set time. But in this factors it results in
distracting the interest and also reflecting the working in operating performance in organisation.
Extrinsic motivation has a low positive impact on employees’ operational performance
From the interpreted results, the data are examined on the bases of extrinsic motivation. As
this is such type of motivation which is mainly give by the superiors to their employees on
the bases of accomplishing the task in better way (Song and et.al., 2019). Extrinsic
motivation is given in the form of money or hike in position or any other monetary benefits
which is the basis liability of employees in context of accomplishing the task. The facts
through which the judgement can be interpreted is resulting to .001 which reflect the low
correlation. From the overview of the decision relating to Marketing Directors
The judgement which is analysed by the Marketing Directors as they are providing the
accurate facility in respect of flexible working environment, easy communication with seniors,
training in every field and any other monetary benefits if they commit overtime work. The low
correlation arises in respective of not getting monetary benefits to employees which attained
extra overtime work. They provided money on the bases of the performances raised and also
quality work in provided in organisation. Thus, performances are judged on the bases of
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employees working technique and their interest in pertaining the task. If they are not given
monetary benefits according to the work committed, they faces lack of retention of employees
interest and also it bring extrinsic motivation among them.
The results in analysed by the reviews of the directors of the planning and organising
department as they are providing the flexible environment which reflects in enhancing the
interest of employees towards the work premises. But still their is low correlation arises as
employees cannot motivated themselves through money or any other benefits, thus they need
free environment to accomplish the task Omar et.al., 2018. Operational performances can be
enhanced if the employees interest are taken care and for that they need free break. So that they
feel refreshed and accomplish the task with better quality work. But the issue arises as the
superior not allow employees to move in premises during the working hours. This reflect their
interest of working and affecting their retention in work premises. Thus, in this perspective
extrinsic motivation reflected in case of not allowing employees to move freely in organisation.
As per the conclusion of the debate which is conducted with the directors of the operation
as the training which is given on cross departmental. As the superiors of the company find that
by providing training to employees in different department resulting in bringing more
productivity and also they trained employees in every department working. In such perspective,
the extrinsic motivation is low as there is reduction in providing frame to the employees if they
not carry any interest in that field. Employees operational performances is increased in case of
providing training to all the employees so that they are not lacking in any of field. They had the
capability to develop their skills in every field.
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Extrinsic motivation has a positive impact on employees quality operational performance
From the covered data through which the results are interpreted are on the bases of
reflecting the results such as the variable number is .002 which reflects the low correlation
between the extrinsic motivation and employees quality operational performances. Extrinsic
motivation arises in respect of motivating the employees on the bases of providing monetary
benefits to them in respect of task accomplished with better productivity. Employees quality
operational performances is to be initiated in respect of implementing the more quality products
with the usages of high rated resources and also timely delivery of products. But still the results
of correlation is low as there are some various aspects through with there is no balance between
the extrinsic motivation and employees quality performance.
The data is to be analysed on the bases of the judgement given by Directors of Operations
as due to having lack of motivation in respect of providing training on machines. As the quality
is to be improved in respect of having vast knowledge and implementing the working on
machines in wider times. In such perspective the extrinsic motivation arises on the bases of
continuous motivation, as new technology is invented in company on regular bases. If the
company growth is high they are bringing new machines so that they can enhance the customer
base. Due to this perspective, they are facing low correlation in not grabbing the new technology
to employees and thus resulting in not getting appropriate quality.
The judgement which is analysed from the decision interpreted by the directors of
planning and organising as they providing maximum raw material and resources to bring the best
quality in products. But the low correlation occurs in respective of not getting adequate profits if
the employees of the company facing huge wastages in producing a particular products. The
extrinsic motivation arises in respective of getting the profits on the bases of working overtime
Sajilan et.al., (2015). As if they face huge losses at the time of producing the products or
maintaining the quality in products it thus, faces consequences in motivating employees. In such
responses, the matters are identified relating to maintaining quality, thus the factors arises as
motivation occurs in form of getting more money. The results also occurs in respect of giving
praises in respect of providing better work but if the quality is not remarkable it results in
bringing low correlation variable.
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In respect of marketing directors, the responses and the judgement are determined on the
bases of raising questionnaire so that appropriate matter is to be gathered regarding lacking in
extrinsic motivation. As the judgement is reviewed that employees are discriminated on the bases
of culture which reflect the other employees interest and also quality is affected through this
aspects. As it distracts the mind of the employees and they are not motivated as other employees
get better chances of increment. This results in bringing low correlation as comparison on
managing the quality of performances of the work committed.
The extrinsic motivation has a positive impact on operational flexibility performance of
employee
The correlation coefficient over the tow variable of extrinsic motivation and operational
flexibility performance of employee is 0.206. This figure shows a low correlation and a week
positive correlation among the two variables. The extrinsic motivation is related to the fact that
are the employee within organisation have an ability to adapt a different task or targets which is
usually distinct rom the task they are given for the job they perform. The positivity of these two
variables can be interlinked with the responses given by the director of operation over the
question asked regarding the cross departmental trainings. As stated by him the non-finance
managers are given training in order to appreciate financial reports, so training is provided by
finance mangers. This is done for the mangers under management but technical mangers are not
given such trainings Ibrahim et.al., (2018). The flexibility on the job includes willingness and
ability of their employees to respond to changing circumstance and expectation, rapidly. Being
flexible within organisation them comes to work is worth a lot. Employees who approaches their
jobs with a flexible attitude are generally more valued employee for the employer.
All the employers within organisation are given a training to identify hazards and when detect
any hazard or risk within organisation or at their workplace they report the same to the safety
office. This means that in the office of Ghanaian Ltd, the employees are motivated to other
tasks apart form that assigned to them (Rajvanshi, 2019). Such as all of them are motivated to
detect hazards or risk within organisation which motivates them to perform a task which is
not only beneficial form them, but also to other employees and organisation as a whole. this
factor gives them a positive motivation to perform a task distinct form their regular job and
duty responsibility. This approach of the organisation directly reduces the employee
turnover, tardiness and absenteeism from work. The workplace flexibility in the organisation
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is adopted to small extent ass some of them are given training to perform task facilitating
diversification of their job operations and performance. Such as non-finance managers, but
the technical mangers and supervisor are not given training in order to keep them fixed to
their particular, which do not facilitate operational flexibility to them. Apart from this all of
the employees in organisation are responsible for identification of risk and hazard prevailing
within organisation.
With this it can be stated that the flexibility in the performance of the employee in
Ghanaian Ltd are positively motivated by allocation of work diversification to a lower level. This
can be related to the significance relationship tested through correlation and regression. The
results have depicted a low correlation yet positive, stating a significant relationship between
extrinsic motivation and operational performance of the employees of Ghanaian Ltd. The
correlation coefficient has shown a value of 0.206 with a P value of .004 which is less than 0.05,
stating a low but positive relationship. This can also be supported by the statement of the director
of planning and organisation who stated that they swap the responsibility and try to rotate them
especially with the managers. It assists them in gaining more and other experiences. The junior
staff is not involved in the job swap and assigning of other task because of their tight work
schedule. But the junior staff is kept on job rotation within same department but no across
different departments.
This can be stated on the basis of correlation coefficient and the responses given by
different department manager, that the extrinsic motivation a positive but lower level of impact
on the operational flexibility performance of the employees of Ghanaian Ltd. This means that
with certain other and tasks and other targets the employee has shown to have a higher level of
flexibility at the workplace Ibrahim et.al., (2018). Rather, with job swap and changed targets
they get not much of motivation to depict a flexibility in other operational performance. The
employees with extrinsic motivation do not get much flexible with their performance. The
employees have not reflected much of the motivation in changing their job profiles or interest in
cross departmental trainings as well as jobs.
To conclude this can be stated that shifting a job in same department or other and
fluctuation in the targets do not lead the employees to have a flexibility in their operational per
performance.
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Extrinsic motivation has a positive impact on operational delivery performance of employees
Here, the relation between the extrinsic motivation and the operational delivery performance
of the employees of Ghanaian Ltd. The relation between these two variables is depicted through
Herzberg’s Motivation Theory – Two Factor Theory. 20182 different ways. One is through
collection of data through questionnaire and analysing them with statistical tool, and presenting
them in form of correlation and regression coefficient. The second one is connecting the results
from the responses given by different departmental head of Ghanaian Ltd, recorded in the
transcript.
The correlation coefficient of these two variables have given result of 0.194 representing a
very low positive correlation between the extrinsic motivation and operational delivery
performance for the employees Omar et.al., (2018). This means that despite of a lower
correlation a rise in the extrinsic motivation can lead to increase in the operational delivery
performance of the employees of Ghanaian Ltd and vice versa. With the regression analysis
it is interpreted that the operational delivery performance is predicted to increase.
Application of statistical tool to the two variables where dependent variable is the ability of
the employees to meet the set target deadlines and compete the unexpected jobs assigned to
them within Ghanaian Ltd. The independent variable is the extrinsic motivation to the
employees.
The relation between the two factors of assigning new targets and distinct job task a with
the performance of employees regarding meeting target deadlines and completion of unexpected
job within Ghanaian Ltd has been evaluated to the positive but of low level. This can also be
supported with the views of the operations directors who have stated that non-financial managers
are given training related with the appreciate financial reports. This means that those who are
given training for interpretation and assessment of the financial data apart from their daily job
task get motivated to preformed the new job assigned to them effectively under the given
deadlines. The employees have shown a positive response towards the new targets and task
performance in unexpected jobs and targets assigned to them Liu et.al., (2018). This shows that
when the managers of a department are given training regarding performing task of another
department they feel motivated and gives their performance to full potential to achieve the given
target in specified deadlines. This enhances their performance and they feel happy after
achieving a new target resulting in motivating them. Yet the correlation coefficient has shown a
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low positive relation among the motivation and effective performance of employee in
unexpected jobs and target achievement. But this have indicated that with more of the extrinsic
work the employees gets motivated and this directly have a positive impact on their job
performance of achieving targets and meeting deadlines of odd jobs assigned to them. A parallel
relationship is present between these two variables and an increase in extrinsic motivation will
directly enhances the operational delivery performance of the employees of Ghanaian Ltd.
The views of director of operation presented in the transcript, it can be stated that the
management of the organisation provides cross departmental trainings to various mangers from
all distinct departments. The mangers under the managerial roles are mainly given these training
in order to make them versatile and enhance their ability of perform excellent in other operation
tasks of the business (Pang, and Lu, 2018). The head of operation department stated that they
have seen a positive change in the performance and a motivation among the mangers who have
been assigned cross departmental jobs and tasks.
The extrinsic motivation in the form of ability of employees to meet the specific targets
and deadlines regarding unexpected or cross departmental work assigned to them have shown
positive results but to lower level. This can be related with the reply given by the head of
planning and organisation department that all of the employee at the work place of Ghanaian Ltd
are put under job rotation where they are given interdepartmental job to perform under specific
deadlines Rastogi, M. et.al., (2018). The responsibilities of various mangers under different
mangers are swapped. This practise of the management has showed low level of positive results
in from of, mangers gaining new experiences and developing their professional skills. This
motivates them to take up the new challenges and complete the new and challenging tasks with
utter accuracy, full potential and within the given deadlines.
With this it can be stated that the extrinsic motivation in form of assigning new and difficult
task to the mangers from across various department jobs, targets with deadlines pertaining to the
organisation have depicted low yet positive impact on the operational performance of the
mangers and employee regarding both flexibility as well as deliverance.
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