Caroline njambi united states international university africa

 
Figure 4.13: Perception about Contributing to Firm’s Growth Influences Motivation 
4.4.10 Employee Empowerment and Autonomy Influences Motivation 
Table 4.15 shows the results that were asked if the level of employee empowerment and 
autonomy influenced motivation. Four-point-two percent of the respondents (n=4) indicated 
that they strongly disagreed that the level of employee empowerment and autonomy 
influenced motivation. Six-point-three percent of the respondents (n=6) indicated that they 
disagreed that the level of employee empowerment and autonomy influenced motivation. 
Eighteen-point-eight percent of the respondents (n=18) indicated that they neither agreed nor 
disagreed that the level of employee empowerment and autonomy influenced motivation. 
Forty-point-six percent of the respondents (n=45) and 24% of the respondents (n=23) 
indicated that they agreed and strongly agreed that the level of employee empowerment and 
autonomy influenced motivation. 
Table 4.15: Employee Empowerment and Autonomy Influence Motivation
Level of Agreement 
Frequency 
Percent 
Strongly Disagree 
4 
4.2 
Disagree 
6 
6.3 
Neither Agree or Disagree 
18 
18.8 
Agree 
45 
46.7 
Strongly Agree 
23 
24 
Total 
96 
100 
 

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47 
4.5 Impact of Employee Motivation on Employee Performance 
 
4.5.1 Employee Motivation directly Impacts on Absenteeism
The respondents were asked to show their level of agreement or disagreement with the 
assertion that employee motivation directly impacted on absenteeism levels in the 
organization. Sixteen respondents (16.6%) indicated that they disagreed that employee 
motivation directly impacted on absenteeism levels in the organization. Thirty-one 
respondents (31.3%) indicated that they neither agreed nor disagreed that employee 
motivation directly impacted on absenteeism levels in the organization. Twenty-seven 
respondents (28.1%) and 23 respondents (24%) indicated that they agreed and strongly agreed 
respectively that employee motivation directly impacted on absenteeism levels in the 
organization. Figure 4.14 is indicative of these results.