Non Financial Employee Motivational Factors and Their Relationship with Performance

Only available on StudyMode
  • Download(s) : 162
  • Published : December 3, 2012
Open Document
Text Preview
CHAPTER ONE
1.Introduction
1.1Background of the study
Motivation is the willing to exert higher level of effort towards organizational goals conditioned by the ability to satisfy some individual needs (Robbins, p168, 1998). Understanding individual motivation requires continual updating in order to reflect the most current mix of goals. As people become better educated and economically blessed, the traditional carrot and stick policies only scratch the surface. The ever increasing constraints, internal as well as external, imposed on organizations further erode the power of managers to motivate employees ( Rao & Narayana, p429, ). Motivators are associated with positive feelings of employees about the job. They are related to the content of the job. They make people satisfied with their job. If managers wish to increase motivation and performance above the average level, they must enrich the work and increase a person’s freedom on the job. Motivators are necessary to keep job satisfaction and job performance high (Rao & Narayana, p450, ). The Disaster Prevention and Preparedness Agency (DPPA), formerly known, as the Relief and Rehabilitation Commission (RRC), was first established in June 1974 following the outbreak of famine in the two northern provinces of Ethiopia, namely, Wollo and Tigray. From 1991 on wards Ethiopia is undergoing drastic political and economic and constitutional reforms to cope up with the deep rooted poverty of the country. In this regard the government of Ethiopia promulgated various workable policies as a general guiding principle. One of the important measures taken by the government is the adoption of new public sector reform to improve the implementing capacity and effectiveness of the public institutions. In this endeavor, to tackle long time taking service delivery, incompetence, irresponsiveness and stagnation The FDRE is implementing BPR in almost all public institutions of which Ministry of Agriculture is no exertion. To this effect, the former Ministry of Agriculture and rural Development restructured and different institutions are created and transformed. The Disaster Risk Management and Food Security Sector (DRMFSS) is one of the newly established institutions with in the frame work of the adopted BPR The DRMFSS, which is consisted of the Early Warning and Response Directorate (EWRD) and the Food Security Programme Directorate, is responsible for the overall coordination and leadership towards the implementation of the Disaster Risk Management (DRM) approach taken on by the Government of the Federal Democratic Republic of Ethiopia in collaboration with its humanitarian partners. The new multi-sectoral and multi-hazard DRM approaches disaster management based on vulnerability profiles, thus enabling it to target potential and impeding disasters through a comprehensive response. Its aim is to articulate the underlying and associated causes and implications of disaster vulnerability in and attempt to help policy makers, planners, practitioners, and communities to design appropriate, targeted risk reduction and awareness, disaster management, and development of program. It is widely accepted by the organizational theorists that human resource is one of the most important assets of an organization because things are getting done through employees. In other words, the success of an organization in realizing its objectives heavily depends on the performance of its employees. Therefore, it is important to focus on the factors affecting the performance of the employees. One of the key factors that have an impact on the performance of an individual in the organization is their motivation.

1.2Statement of the problem
Many people incorrectly view motivation as a personal trait that is some have it and other do not. In practice, inexperienced managers often label employees who seem to lack motivation as lazy. (Robbins, p170, 2005). For several years managers had been wondering...
tracking img