Caroline njambi united states international university africa

Figure 4.10: Influence of the Employee View of the Job Influences Motivation 
4.4.4 Trust Exhibited at the Workplace Influences Job Motivation 
Table 4.12 shows the results that were obtained when the respondents were to indicate if they 
thought that the degree of trust that is exhibited at the workplace in influences their perception 
of motivation. Two-point-one of percent of the respondents (n = 2) indicated that they 
strongly disagree while 7.3% indicated that they disagree that the degree of trust that is 
exhibited at the workplace in influences their perception of motivation. Twenty-point-eight 
percent of the respondents indicated that they neither agreed nor disagreed that the degree of 
trust that is exhibited at the workplace in influences their perception of motivation. The rest of 
the respondents comprising of 54.2% (n = 52) and 15.6% (n = 15) indicated that they agreed 
and strongly agreed respectively.
Table 4.12: Trust Exhibited at the Workplace Influences Job Motivation 
Level of Agreement 
Frequency 
Percent 
Strongly Disagree 
2 
2.1 
Disagree 
7 
7.3 
Neither Agree or Disagree 
20 
20.8 
Agree 
52 
54.2 
Strongly Agree 
15 
15.6 
Total 
96 
100 
 

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4.4.5 Constant Feedback on Employee Performance Influences Motivation 
The respondents were asked whether they agreed or disagreed that the constant feedback on 
employee performance influences motivation. Fifteen respondents (15.6%) indicated that they 
disagreed that the constant feedback on employee performance influences motivation. 
Twenty-four respondents (24%) indicated that they neither agreed nor disagreed that the 
constant feedback on employee performance influences motivation. Of rest of the 
respondents, 30 respondents (31.3#) and 27 respondents (28.1%) indicated that they agreed 
and strongly agree respectively that the constant feedback on employee performance 
influences motivation. Figure 4.11 is a figurative representation of these findings.