Caroline njambi united states international university africa

Figure 4.14: Employee Motivation directly Impacts on Absenteeism 
4.5.2 Employee Motivation Directly Influences Employee Productivity 
Table 4.16 shows the results that were obtained when the respondents were asked whether 
they agreed that employee motivation impacted on the employee profitability. Four-point-two 
percent of the respondents (n = 4) and 13.5% (n = 13) indicated that they strongly disagreed 
and disagreed respectively that employee motivation impacted on the employee profitability. 
Ten-point-four percent of the respondents (n = 10) indicated that they neither agreed nor 
disagreed that employee motivation impacted on the employee profitability. The rest of the 

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respondents comprising of 36.5% of the respondents (n = 35) and 35.4% of the respondents (n 
= 34) indicated that they agreed and strongly agreed respectively that employee motivation 
impacted on the employee profitability. 
Table 4.16: Employee Motivation directly Influences Employee Productivity
Levels of Agreement 
Frequency 
Percent 
Strongly Disagree 
4 
4.2 
Disagree 
13 
13.5 
Neither Agree or Disagree 
10 
10.4 
Agree 
35 
36.5 
Strongly Agree 
34 
35.4 
Total 
96 
100 
4.5.3 Employee Motivation is directly related to Employee Turnover 
The respondents were asked to indicate whether they agreed that the degree of employee 
motivation was directly related to employee turnover. Thirty respondents (31.3%) and 53 
respondents (55.2%) indicated that they strongly agreed and agreed respectively that the 
degree of employee motivation was directly related to employee turnover. Eleven respondents 
(11.4%) indicated that they neither agreed nor disagreed that the degree of employee 
motivation was directly related to employee turnover. On the other hand, two respondents 
(2.1%) indicated that they strongly disagreed that the degree of employee motivation was 
directly related to employee turnover. Figure 4.15 shows these findings.