Obu Acca Project
CHAPTER ONE
1. Introduction
My research is an analysis of the key factors that influence the levels of motivation of employees within Kenya Medical Research Institute/Centres for Disease Control and Prevention (KEMRI/CDC) Program.
Changes in the business environment have made many organizations to respond by evaluating their employee motivational methods. This is in cognizance of the fact that employees differ in their involvement in task performance. It has thus been hypothesized that differences in performance among people doing the same kind of work reflect differences in their motivational levels and that at one time, people vary in the extent to which they are willing to direct their energies towards the attainment of organizational objectives.
Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen & Radhakrishna, 1991). For example, research suggests that as employees' income increases, money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting work becomes more of a motivator
Management can de-motivate with activities that include: Making employee feel unimportant, ineffective addressing employee concerns and questions, fostering a threatening environment, promoting a blaming culture, not acknowledging employee efforts and not following through on commitments
01. Background
KEMRI/CDC Program is a collaborative research program between Kenyan Kenya Medical Research Institute (KEMRI) and the United States of American Centres for
1. Introduction
My research is an analysis of the key factors that influence the levels of motivation of employees within Kenya Medical Research Institute/Centres for Disease Control and Prevention (KEMRI/CDC) Program.
Changes in the business environment have made many organizations to respond by evaluating their employee motivational methods. This is in cognizance of the fact that employees differ in their involvement in task performance. It has thus been hypothesized that differences in performance among people doing the same kind of work reflect differences in their motivational levels and that at one time, people vary in the extent to which they are willing to direct their energies towards the attainment of organizational objectives.
Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen & Radhakrishna, 1991). For example, research suggests that as employees' income increases, money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting work becomes more of a motivator
Management can de-motivate with activities that include: Making employee feel unimportant, ineffective addressing employee concerns and questions, fostering a threatening environment, promoting a blaming culture, not acknowledging employee efforts and not following through on commitments
01. Background
KEMRI/CDC Program is a collaborative research program between Kenyan Kenya Medical Research Institute (KEMRI) and the United States of American Centres for