achievement motivation and work performance
DESCRIPTION
Descriptive-Correlational Study on Achievement Motivation and Work Performance among Municipal Employees of the Municipality of Bingawan, Republic of the PhilippinesTRANSCRIPT
ACHIEVEMENT MOTIVATION AND WORK PERFORMANCE
Crismar Froilan C. LimasAna Lou E. Capre, Bingawan Local Gov’t. UnitPolice Officer 3 Marcial C. Losaria, Phil. National Police
STATEMENT OF THE PROBLEM AND CONCEPTUAL FRAMEWORK
This study was premised on the assumption that there is a relationship between achievement motivation in its two component factors of intrinsic and extrinsic motivation, and work performance of the municipal employees in the Municipality of Bingawan.
The factors that were used as key variables in this study were the following: age, sex, employment status, and educational qualification.
Cont’d.Specifically, this study sought answers to the following
questions:
1. What are the levels of achievement motivation in its two major component factors of intrinsic and extrinsic motivation factors of municipal employees in the Municipality of Bingawan when grouped as to age, sex, employment status, and educational qualification?
2. What are the levels of work performance of municipal employees in the Municipality of Bingawan when grouped as to age, sex, employment status, and educational qualification?
3. Are there significant differences in the levels of achievement motivation in its two major component factors of intrinsic and extrinsic motivation factors of municipal employees in the Municipality of Bingawan when grouped as to age, sex, employment status, and educational qualification?
Cont’d.4. Are there significant differences in the work
performance of the respondents when classified as to age, sex, employment status and educational qualification?
5. Which among the variables of achievement motivation in its two major component factors of intrinsic and extrinsic motivation factors could significantly predict the work performance of the subjects of the study?
6. Is there a relationship between achievement motivation in its two major component factors of intrinsic and extrinsic motivation factors and work performance of municipal employees in the Municipality of Bingawan?
RESEARCH PARADIGM
AGE SEX EMPLOYMENT STATUS EDUCATIONAL QUALIFICATION
QUALIFICATION
ACHIEVEMENT MOTIVATION(Motivating Factors)
A) Extrinsic Motivation
B) Intrinsic Motivation
WORK PERFORMANCE
Antecedent Variables Independent Variables Dependent Variable
RESEARCH DESIGN AND METHODOLOGY
Locale: Municipality of Bingawan
Design: Descriptive Correlational
Respondents of the Study: 29 municipal employees of the Municipality of Bingawan (50% of the LGU manpower at the time)
Sampling Method: Simple Random Sampling
Data Gathering Instrument: Panel-validated researcher-made questionnaire
Cont’d.
Data-Gathering Procedure:
1. Permission was secured from the office of the Municipal Mayor to conduct the study.
2. The Data-Gathering Instrument was administered to the respondents.
3. The gathered data were collected, processed, and subjected to the pertinent statistical tools.
Cont’d.
STATISTICAL TOOLS USED:
1. Mean
2. Standard Deviation
3. t-Test
4. Analysis of Variance
5. Multiple Regression Analysis
6. Pearson r
Category Frequency (f) Percentage (%)
A. Entire GroupB. Sex
Male Female
C. AgeYoung (40 Years Old & Below)Old
D. Employment StatusCasualPermanent
E. Educational QualificationHigh School LevelCollege LevelGraduate School Level
29
1118
1613
1118 1
244
100%
38%62%
55%45%
38%62%
3%
83%14%
Profile of the Respondents
FINDINGS AND CONCLUSIONSFINDINGS:
1. The respondents’ intrinsic motivation factors were average when taken as an entire group and classified as to age, sex, employment status, and educational qualification.
2. The subjects’ extrinsic motivation factors were uniformly high as a group and classified as to age, sex, employment status, and educational qualification.
3. The respondents’ work performance level was very high as an entire group. When classified as to age, sex, employment status and educational qualification all scored very high as well, excepting three classifications found respectively in age, employment status, and educational qualification categories, all three of which scored high.
Cont’d.
4. There are no significant differences in the respondents’ achievement motivation in its two main component factors of intrinsic and extrinsic motivation factors, and work performance when classified as to age, sex, employment status and educational qualification.
5. Age, sex, employment status, educational qualification, intrinsic and extrinsic motivation factors are not significant predictors of the respondents’ work performance.
6. There is a significant relationship between the respondents’ intrinsic motivation factors and work performance while the same cannot be said between the respondents’ extrinsic motivation factors and work performance.
CONCLUSIONS
1. The respondents’ achievement motivation are derived mostly from extrinsic factors, such as bonuses, promotions, etc.
2. The respondents have a very high level of work performance mostly motivated by the fore-mentioned extrinsic rewards.
3. The respondents’ achievement motivation, in its two components of intrinsic and extrinsic motivation factors, as well as the age, sex, employment status, and educational qualification cannot predict their work performance levels.
4. Intrinsic motivation factors have some influence on the respondents’ work performance.
RECOMMENDATIONS1. The municipal employees of the Municipality of
Bingawan should strive to find deeper meaning beyond the material from the performance and discharge of their duties, thus allowing them to achieve their highest potential in terms of work performance
2. The local government unit of Bingawan and its department heads should formulate, initiate and implement programs designed to increase their subordinates’ intrinsic motivation so as to qualitatively improve their work performance
Cont’d.
3. Public administration professors and instructors should modify their subject contents with more focus on intrinsic motivation and team building skills so as to improve the quality of their students’ performance capability as future managers and leaders.
4. Organizational supervisors should develop optimal and efficient leadership methods that utilizes the application of achievement motivation, with specific emphasis on intrinsic motivation, aimed at improving the work performance of their subordinates.
Category Mean Description Standard Deviation
Entire GroupSex Male FemaleAge Young OldEmployment Status Casual PermanentEducational Qualification High School College Graduate School
3.28
3.253.29
3.273.28
3.143.36
3.003.293.25
Average
AverageAverage
AverageAverage
AverageAverage
AverageAverageAverage
0.43
0.360.47
0.520.29
0.500.36
-
0.450.35
Table 1. Level of Intrinsic Motivation Factors
TABLE OF RESULTS
Scale4.21-5.003.41-4.202.61-3.401.81-2.601.00-1.80
DescriptionVery High
HighAverage
LowVery Low
Category Mean Description Standard DeviationEntire GroupSex Male FemaleAge Young OldEmployment Status Casual PermanentEducational Qualification High School College Graduate School
4.10
4.104.10
4.114.09
4.064.12
3.904.124.00
High
HighHigh
HighHigh
HighHigh
HighHighHigh
0.33
0.230.39
0.370.29
0.310.38
-
0.350.24
Table 2. Level of Extrinsic Motivation Factors
Scale4.21-5.003.41-4.202.61-3.401.81-2.601.00-1.80
DescriptionVery High
HighAverage
LowVery Low
Category Mean Description Standard DeviationEntire GroupSex Male FemaleAge Young OldEmployment Status Casual PermanentEducational Qualification High School College Graduate School
4.29
4.214.34
4.424.13
4.474.18
3.694.363.99
Very High
Very HighVery High
Very High
High
Very HighHigh
High
Very HighHigh
0.48
0.520.46
0.460.47
0.490.45
-
0.460.45
Table 3. Work Performance
Scale4.21-5.003.41-4.202.61-3.401.81-2.601.00-1.80
DescriptionVery High
HighAverage
LowVery Low
Category d.f. Mean s.d. t-ratio t-Prob. DecisionSex Male FemaleAge Young Old Employment Status Casual Permanent
27
27
27
3.253.29
3.273.28
3.143.36
0.360.47
0.520.29
0.500.36
-0.296
-0.098
1.403
0.770
0.923
0.172
Accept Ho
Accept Ho
Accept Ho
Table 4. t-Test Results for Testing the Significant Differences in the Respondents’ Intrinsic Motivation Factors
Table 5. t-Test Results for Testing the Significant Differences in the Respondents’ Extrinsic Motivation Factors
Categoryd.f.
Mean s.d. t-ratio t-Prob. Decision
Sex Male FemaleAge Young OldEmployment Status Casual Permanent
27
27
27
4.104.10
4.114.09
4.064.12
0.230.39
0.370.29
0.380.31
0.000
0.111
0.455
1.000
0.913
0.653
Accept Ho
Accept Ho
Accept Ho
p> 0.05 not significant at 0.05 Alpha
p> 0.05 not significant at 0.05 Alpha
Category d.f. Mean s.d. t-ratio t-Prob. DecisionSex Male FemaleAge Young OldEmployment Status Casual Permanent
27
27
27
4.214.34
4.424.13
4.474.18
0.520.46
0.460.47
0.490.45
-0.725
1.658
-1.639
0.475
0.288
0.113
Accept Ho
Accept Ho
Accept Ho
Table 6. t-Test Results for Testing the Significant Differences in the Respondents’ Work Performance
Table 7. ANOVA Results for the Difference in Intrinsic Motivation Factors
Sources of Variation
Degrees of Freedom
Sum of SquaresMean
SquaresF-ratio F-Prob. Decision
Between Groups Within Groups Total
2
26
28
8.477E-02
4.988
5.073
4.239E-02
0.192
0.221 0.803 Accept Ho
p> 0.05 not significant at 0.05 Alpha
p> 0.05 not significant at 0.05 Alpha
Sources of Variation
Degrees of Freedom
Sum of Squares Mean Squares F-ratio F-Prob. Decision
Between Groups Within Groups Total
2
26
28
9.500E-02
2.985
3.080
4.750E-02
0.115
0.414 0.665 Accept Ho
Table 8. ANOVA Results for the Difference in Extrinsic Motivation Factors
Table 9. ANOVA Results for the Difference in Work Performance
Sources of Variation
Degrees of Freedom
Sum of Squares Mean Squares F-ratio F-Prob. Decision
Between Groups Within Groups Total
2
26
28
0.861
5.575
6.436
0.431
0.214
2.008 0.155 Accept Ho
p> 0.05 not significant at 0.05 Alpha
p> 0.05 not significant at 0.05 Alpha
Variables
UnstandardizedCoefficients
Standarized Coefficients
t-ratio
Sig.
B Std. Error Beta
SexAgeEmployment StatusEducational QualificationIntrinsic FactorsExtrinsic Factors
7.911E-02-0.2000.355
-0.1130.687-0.243
0.1700.1700.186
0.2090.3580.445
0.081-0.2120.365
-0.0970.610-0.168
0.465-1.1831.909
-0.5431.920-0.546
0.6470.2500.069
0.5920.0680.591
Table 10. Predictors of Work Performance of the Municipal Employee of Bingawan Coefficients
Table 11. Correlation Matrix Work Performance
Intrinsic Motivation Factors Extrinsic Motivation Factors
Pearson CorrelationSig. (2-Tailed)NPearson CorrelationSig. (2-Tailed)N
.374
.04629
.311
.10029
Dependent Variable: Work Performancep> 0.05 not significant at 0.05 Alpha
p> 0.05 not significant at 0.05 Alpha
END OF PRESENTATION