CHAPTER 2 LITERATURE REVIEW AND CONCEPTUAL FRAMEWORK

2.0 INTRODUCTION
Most institutions and organizations make their best to improve quality service and performance
of their products, service, internal or external operations. It varies according to the goals of the
business or resources constraints. Important goals could be to ensure a firm and stable work
environment to promote good work performance and economic growth. The competition
between institutions and organizations can be a difficult task, and thus it becomes difficult for
them to reach higher goals and development (Bolman, 1997).
One tactic for reaching higher goals and development is motivation. When well motivated,
employees are able to render quality service and effectiveness which means that motivation is a
key factor for advancement within an organization. Understanding the concept of motivation and
its meaning is therefore essential for success of any organistion (Par 2001). With well motivated
employees organization are able to achieve higher goals and economical success .
It is often believed that that public sector organizations are more likely to employ individuals
whose values and needs are consistent with the public mission of the organization (Baldwin,
1984, Crewson, 1997), encouraging general social welfare, as well as see to the safety of the
society and every individual in it. Public organizations often have objectives with broader scope
which have profound impact than organizations in the private sector (Baldwin 1984).The
Mauritian public sector has always been questions to much blame due to a lack of effiency and
motivation in its integrale aspect.
2.1 THE CONCEPT OF PUBLIC EMPLOYEE
Perry and Wise (1990) advocate that those people working in public service have a
predisposition to respond to motives grounded primarily or uniquely in public institutions and
organizations (p. 367). That means those who choose to work in the public service may have an
innate nature which sets them up to adhere to the missions of public service, ethical respect
,political orientation, international regulations, human proximity, governmental directions and
self-pride .

The structure of the public workforce is meant to reflect the nature of the work in the public
sector by attracting employees who desire greater opportunities to fulfil higher-order needs and
selfless motives by performing public service which eventually make an impact in our society. It
is these individual characteristics that are often pushed as the key to motivating behaviour
because understanding the values and reward preferences of public managers is essential in
structuring organizational environments and incentive systems to satisfy those preferences
(Wittmer, 1991, p. 369).
2.2 MOTIVATION
Motivation is a set of courses concerned with a kid of strength that boosts performance and
directs towards accomplishing some definite targets (Kalimullah et al, 2010). According to
Barron (1983), it is an accrual of diverse routes which engage and express our activities to attain
some particular ambitions (Rizwan et al, 2010). The motivation of an individual envelops all the
motives for which he selects to operate in a definite approach (Lefter et al). In fact motivation is
inside the persons head and heart (Khadim et al) .

2.3 EMPLOYEE MOTIVATION

Employee motivation is one of the strategies of managers to increase usefulness of job
management amongst employees in organizations (Shadare et al, 2009). More an employee is
motivated, more he is responsive to the definite objectives he must achieve, thus he focuses his
efforts in that direction. Rutherford (1990) stated that motivation frames an organization more
successful because it ensures that employees are constantly looking for improved practices to do
a work effectively and consistently according to instructions, so it is indispensable for
organizations to induce motivation of their employees (Kalimullah et al, 2010).
Getting employees to do their best work even in strenuous circumstances, is one of the
employees most stable and greasy challenges and this can be made possible only through
motivating them.

2.4 THE NATURE OF MOTIVATION IN THE PUBLIC SERVICE

In trying to understand motivational factors influencing public sector employees, one must first
review investigation regarding those who are presently working in the public arena. Generally,
research findings suggest that public service employees are more significantly influenced by
intrinsic rewards than extrinsic rewards such as salary. Wright (2007) explains, the
importance employees place on contributing to the public sector mission of their organizations
may provide intrinsic rewards that compensate for the low levels of extrinsic rewards commonly
associated with public sector work ( p. 54). Research has recommended that reward now cause
fulfillment of the employee which directly influences performance of the employee (Kalimullah
et al, 2010). Rewards are organizational tools that positively contribute to firms success by
influencing individual or group behavior. All businesses and governmental bodies uses these
motivational tools such as pay, promotion, bonuses or other types of rewards to motivate and
boost high level performances of employees (Reena et al, 2009).
Another significant factor which is essential to be considered when working to motivate public
sector employee relates to feedback. Feedback, or telling employees how well they are
performing, is an essential element for effective organizational functioning. Feedback affects
both employee motivation and performance (Yeager, Rabin, and Vocino, 1985, p. 570). In a
survey study conducted on federal, state, and local government employees working in white
collar positions and the effects of feedback on their job attitudes, Yeager et al. (1985) found that
acceptable feedback has positive effects on motivation in general, effort, goal setting,
performance adjustment and improvement, and goal attainment.
2.5 EMPLOYEE PERFORMANCE
Employee performance refers to the amount produced in terms of quantity and
quality that supports the organization to achieves its set objectives. Thus,
performance can be measured by traits, behaviors or results, (Bratton and Gold,
2003). Employee performance management is a practice that organizations use to
ensure that their employees are working towards high quality product or service.
Employee performance management encourages the employee to get involved in
the planning for the company, and therefore through their contribution, will be
motivated to perform at a high level. Kreisman, B.J. (2002) Wright (2007) further

concluded, individuals are more committed to their performance objectives when they
believe those objectives are achievable and will result in important outcomes for themselves or,
to the extent they are committed to organizational goals, the organization in which they work (p.
55).

2.6 PERFORMANCE IN ORGANISATIONS

Performance in organisations can be divided in organisational performance and job performance
(Otley, 1999). According to Otley, the performance of organisations is hooked on the
performance of employees (job performance) and other factors such as the environment of the
organisation. The difference between organisational and job performance is obvious; a healthy
organisation is one that is successfully attaining its objectives, that is one that is effectively
applying appropriate strategy (Otley, 1999) and job performance is the sole result of an
employees work (Hunter, 1986).
2.7 HOW EMPLOYEE MOTIVATION AFFECTS EMPLOYEE PERFORMANCE
2.7.1 MASLOW HIERARCHY OF NEEDS
self-actualization
esteem needs
social needs
safety needs
physiological needs
Figure 1 maslow hierarchy of needs
SELF-ACTUALIZATION

Self-actualization is the peak of maslow's motivation theory. It is about the search of reaching
one's full potential as a person. Unlike lower level needs, this need is at no time fully satisfied; as
one grows psychologically there are always new opportunities to continue to grow.
Self-actualized people have a tendency to have motivators such as:

Truth

Justice

Wisdom

Meaning

Self-actualized persons have recurrent rates of peak experiences, which are eager moments of
deep happiness and harmony. According to maslow, only a small percentage of the population
reaches the level of self-actualization.
ESTEEM NEEDS
After a person feels that they "belong", the desire to reach a degree of importance appears.
Esteem needs can be regarded as external motivators and internal motivators.
Internally motivating esteem needs are those such as self-esteem, accomplishment, and selfrespect. External esteem needs are those such as reputation and recognition.
Some examples of esteem needs are:

Recognition (external motivator)

Attention (external motivator)

Social status (external motivator)

Accomplishment (internal motivator)

Self-respect (internal motivator)

Maslow later improved his model to add a layer in between self-actualization and esteem needs:
the need for aesthetics and knowledge.
SOCIAL NEEDS
Once a person has achieved the lower level physiological and safety needs, higher level
motivators arouse. The first level of higher level needs are social needs. Social needs are those
related to relations with others and may include:

Friendship

Belonging to a group

Giving and receiving love

SAFETY NEEDS
Once physiological needs are met, one's attention turns to safety and security in order to be free
from the risk of physical and emotional harm. Such needs might be fulfilled by:

Living in a safe area

Medical insurance

Job security

Financial reserves

According to the maslow hierarchy, if a person feels endangered, higher needs in the pyramid
will not receive attention until that need has been fixed.
PHYSIOLOGICAL NEEDS
Physiological needs are those required to sustain life, such as:

Air

Water

Food

Sleep

According to this theory, if these vital needs are not satisfied, then one will certainly be
motivated to satisfy them. Higher needs such as social needs and esteem are not recognized until
one satisfies the needs basic to existence.
Although, Maslows theory is still useful in certain areas, the main strong point of this theory is
the recognition and identification of individual needs for the purpose of motivating behaviour
(Bowditch et al., 1997).

\
2.7.2 CLAYTON ALDERFER'S ERG (EXISTENCE, RELATEDNESS, GROWTH) THEORY

The next important contributor to the field of content theories is Clayton Alderfer's ERG
(Existence, Relatedness, Growth) theory is built upon Maslow's hierarchy of needs theory. To
begin his theory, Alderfer collapses Maslow's five levels of needs into three categories.

Existence needs are desires for physiological and material wellbeing. (In terms of
Maslow's model, existence needs include physiological and safety needs)

Relatedness needs are desires for satisfying interpersonal relationships. (In terms of
Maslow's model, relatedness correspondence to social needs)

Growth needs are desires for continued psychological growth and development. (In terms
of Maslow's model, growth needs include esteem and selfrealization needs)

This approach proposes that unsatisfied needs motivate behavior, and that as lower level needs
are satisfied, they become less important. Higher level needs, though, become more important as
they are satisfied, and if these needs are not met, a person may move down the hierarchy, which
Alderfer calls the frustrationregression principle.
2.7.3 MCCLELLAND'S ACQUIRED NEEDS THEORY
David McClelland's developed needs theory recognizes that everyone ranks needs differently. He
also considers that individuals are not born with these needs, but that they are actually acquired
through life experiences. McClelland identifies three specific needs:

Need for achievement is the determination to surpass.

Need for supremacy is the desire to influence others to behave in a way that they would
not have behaved otherwise.

Need for attachment is the desire for friendly, close interpersonal relationships and
conflict. An individual with a high need of power is likely to follow a path of continued
promotion over time.

2.7.4 HERZBERGS TWO-FACTOR THEORY

Herzbergs two-factor theory divides motivation and job satisfaction into two groups of factors
known as the motivation factors and hygiene factors. According to frederick herzberg, the
motivating factors are the six job content factors that include achievement, recognition, work
itself, responsibility, advancement, and possibility of growth. Hygiene factors are the job
context factors, which include company policy,supervision, relationship with supervision, work
conditions, relationship with peers ,salary, personal life, relationship with subordinates, status,
and job security(ruthankoon, 2003). Basically the theory differentiates the factors between
intrinsic motivators and extrinsic motivators.

2.7.5 EQUITY THEORY

According to the equity theory, based on the work of J. Stacy Adams, workers compare the
reward potential to the effort they must expend. Equity exists when workers perceive that
rewards equal efforts as seen in Figure below.

But employees just don't look at their potential rewards, they look at the rewards of others as
well. Inequities occur when people feel that their rewards are inferior to the rewards offered to
other persons sharing the same workloads.
Employees who feel they are being treated inequitably may exhibit the following behaviors:

Put less effort into their jobs

Ask for better treatment and/or rewards

Find ways to make their work seem better by comparison

Transfer or quit their jobs

The equity theory makes a good point: People behave according to their perceptions.

2.7.6 EXPECTANCY THEORY

Victor Vroom introduced one of the most widely accepted explanations of motivation. Very
simply, the expectancy theory says that an employee will be motivated to exert a high level of
effort when he or she believes that:
1. Effort will lead to a good performance appraisal.
2. A good appraisal will lead to organizational rewards.
3. The organizational rewards will satisfy his or her personal goals.
The key to the expectancy theory is an understanding of an individual's goals and the
relationships between effort and performance, between performance and rewards, and finally,
between the rewards and individual goal satisfaction. When an employee has a high level of
expectancy and the reward is attractive, motivation is usually high.

2.7.7 REINFORCEMENT THEORY

The reinforcement theory, based on E. L. Thorndike's law of effect, simply looks at the
relationship between behavior and its consequences. This theory focuses on modifying an

employee's onthejob behavior through the appropriate use of one of the following four
techniques:

Positive reinforcement rewards desirable behavior. Positive reinforcement, such as a pay

raise or promotion, is provided as a reward for positive behavior with the intention of
increasing the probability that the desired behavior will be repeated.

Avoidance is an attempt to show an employee what the consequences of improper

behavior will be. If an employee does not engage in improper behavior, he or she will not
experience the consequence.

Extinction is basically ignoring the behavior of a subordinate and not providing either
positive or negative reinforcement. Classroom teachers often use this technique when
they ignore students who are acting out to get attention. This technique should only be
used when the supervisor perceives the behavior as temporary, not typical, and not
serious.

Punishment (threats, docking pay, suspension) is an attempt to decrease the likelihood of

a behavior recurring by applying negative consequences.

2.7.8 GOAL-SETTING THEORY

The goalsetting theory, introduced in the late 1960s by Edwin Locke, proposed that intentions to
work toward a goal are a major source of work motivation. Goals, in essence, tell employees
what needs to be done and how much effort should be expanded. In general, the more difficult
the goal, the higher the level of performance expected.
No matter who sets the goal, however, employees do better when they get feedback on their
progress. In addition to feedback, four other factors influence the goalsperformance
relationship:

The employee must be committed to the goal.

The employee must believe that he is capable of performing the task.

Tasks involved in achieving the goal should be simple, familiar, and independent.

The goalsetting theory is culture bound and is popular in North American cultures.

2.8 THE EFFECTS OF MOTIVATION ON EMPLOYEES PERFORMANCE

The authors of theories presented in previous parts of this paper tried to explain what motivate
people to work. The answer to this question is important because it is obviously good to
understand what influence people behavior. However, it is not the only reason for a great interest
in the topic of motivation. The question that can be stated is if motivation really has influenced
on peoples performance at work. Researches show that indeed there is a relation between
motivation and performance (Deci & Gagne, 2005). However, motivation and performance
cannot be treated as equivalent factors. The distinction between them was noted by Vroom
(1964). He suggested that effective accomplishment of a task is not only related to motivation
but also to other factors. The picture that emerged from his studies suggested that even if people
are motivated they cannot perform well if they do not posses abilities to fulfill the task. In
Vrooms point of view motivation and abilities are equally important. In his opinion more is to
be gained by increasing ability from people who are highly motivated to accomplish the task
than from those who are not motivated. Vroom used indication from existing data and described
relationship between motivation and performance.

2.9 THEORETICAL FRAMEWORK

Independent variables

dependent variable

QUALITY SUPERVISION

PROMOTION

MOTIVATION

EMPLOYEES PERFORMANCE

RECOGNITION

REWARDS

WORKING CONDITIONS

Figure 2: five motivational factors which may influence employees performance

Ho1. There is no significant relationship between quality supervision and employees

performance.
H 1. There is significant relationship between quality supervision and employees performance.
Ho2. There is no significant relationship between promotion and employees performance.
H 2. There is significant relationship between promotion and employees performance
Ho3. There is no significant relationship between recognition and employees performance.
H 3. There is significant relationship between recognition and employees performance.
Ho4. There is no significant relationship between rewards and employees performance.
H 4. There is significant relationship between rewards and employees performance.
Ho5. There is no significant relationship between working conditions and employees
performance.
H 5. There is significant relationship between working conditions and employees performance

2.10 DEFINITION OF KEY VARIABLES:

2.10.1 EMPLOYEES PERFORMANCE
Employees performance on job has been defined solely as the employees behaviour that is
consistent with the goals and objectives of organization (campbell, 1990). Motowidlo (1993)
have considered job performance as the behaviour which can be evaluated in terms of its
contribution to improve the organizational effectiveness.
2.10.2 QUALITY SUPERVISION
Quality supervision is the ability of supervisors to influence the behavior of subordinates taking a
particular course of action (bernard, 2005). It is the art of influencing people towards achieving
organizational goals.
2.10.3PROMOTION
promotion is a shifting of employee for a job of higher significance and higher compensation.
the movement of an employee upward in the hierarchy of the organization, typically that leads
to enhancement of responsibility and rank and an improved compensation package is a

promotion. Another definition of promotion is the reassignment of an employee to a higher-rank

of job. Promotion involves a new position in society as well.
2.10.4RECOGNITION
Recognition and attention. Workman touching on this point argued that, when employees
accomplish a mission, they believe that indeed they have achieved something and have the
mindset that recognition from management is an appreciation for that achievement.giving
recognition to employees is something that does not come naturally to do, but requires much
effort and consistency to achieve it.
2.10.5 REWARDS
Reward system is much more than just bonus plans and stock options. It is actually a process that
reinforces or drives innate feelings, to meet the targeted and accepted standards. Many believe it
should not be seen as a ritual affair but a continuous activity to be undertaken by management.
2.10.6 MONETARY REWARDS
It is certainly the most common and widely used approaches to facilitate recruitment, retention,
motivation and performance. Financial rewards include direct or indirect payment such as wages
or salary, bonuses, insurance, merit pay, allowances, loans and tuition reimbursement. Providing
adequate and timely reward is important to guarantee the recruitment of motivated and qualified
staff.
2.10.7 NON -MONETARY REWARDS
There are different types of non-monetary rewards, such as work autonomy, recognition, from
supervisors, so employees will feel their efforts are noticed and valued. Career development and
professional growth opportunities will help employees to develop new skills, knowledge
expansion, and increase their visibility within the organisation, internal promotion opportunities
as a long plan, and shift work flexibility.
2.10.8 GOOD WORK ENVIRONMENT

Good work environment: reporting on the issue mc coy (2000), in a study conducted, employees
saw it otherwise ranking it number two! Giving an indication that working conditions were very
important to the way employees felt about where they work.