Caroline njambi united states international university africa

Figure 4.12: Fairness in Treatment of Employees Influences Job Motivation 
 
4.4.8 Employee Perception on Skill Development Influences Motivation
The respondents were also asked to indicate whether they shared in the opinion that employee 

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perception on skill development influenced motivation. Seven-point-three percent of the 
respondents (n=7) indicated that they disagreed. Twenty-point-eight percent of the 
respondents (n=20) indicated that they neither agreed nor disagreed. Thirty-nine-point-six 
percent of the respondents (n=38) indicated that they agreed that employee perception on skill 
development influenced motivation. Thirty-two-point-three percent of the respondents (n=31) 
indicated that they strongly agreed that employee perception on skill development influenced 
motivation. 
Table 4.14: Employee Perception on Skill Development Influences Motivation 
Level of Agreement 
Frequency 
Percent 
Disagree 
7 
7.3 
Neither Agree or Disagree 
20 
20.8 
Agree 
38 
39.6 
Strongly Agree 
31 
32.3 
Total 
96 
100 
4.4.9 Perception about Contributing to Firm’s Growth Influences Motivation 
The researcher inquired from the respondents whether they agreed that they got motivated 
whenever they felt that they contributed to the growth of the organization. Thirty-three 
respondents (34.3%) and 45 respondents (46.9%) indicated that they strongly agreed and 
agreed respectively that they got motivated whenever they felt that they contributed to the 
growth of the organization. Eight respondents indicated that they neither agreed nor disagreed 
that they got motivated whenever they felt that they contributed to the growth of the 
organization. On the contrary, 4 respondents (4.2%) and 6 respondents (6.3%) indicated that 
they disagreed and strongly disagreed respectively that they got motivated whenever they felt 
that they contributed to the growth of the organization. Figure 4.13 is indicative of these 
results. 

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